Organizational design and pricing capabilities for superior firm performance

Liozu, Stephan M.; Hinterhuber, Andreas; Somers, Toni M.

doi:10.1108/md-05-2013-0279

Cited by 30 publications

(37 citation statements)

References 78 publications

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“…Thus, this pricing orientation motivates firms to implement better expenditures modules. Again, Liozu et al (2014) explain in a comparative study on SMEs found that more companies base their pricing on cost and implement cost models which use contributions and profits margin objectives to determine their pricing. Based on the analysis of the significance of cost-oriented pricing, the following study hypothesized that:…”

Section: Cost-oriented Pricingmentioning

confidence: 99%

Measuring the Performance of Automobile Services Sector in Ghana: A Pricing Orientation Approach

Kankam-Kwarteng

Donkor

Acheampong

et al. 2019

ESJ

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This study examines the role of pricing orientation in firm performance -focusing on specific components such as value-oriented pricing, costoriented pricing, competition-oriented pricing, demand-oriented pricing and customer oriented pricing. The study sample comprised of Small and Micro Enterprises (SMEs) automobile services firms in Ghana. 498 firms participated in the study. A hierarchical regression was conducted to estimate the paths between pricing orientation and firm performance. All the pricing orientation components; value, cost, competition, demand, and customer oriented prices were found to have positively and statistically significant effects on the outcome of the firm performance. Some limitations of the study were identified, and areas for future studies have been duly provided to aid the continuous research into the operations of SMEs automobile services industry.

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Section: Cost-oriented Pricingmentioning

confidence: 99%

Measuring the Performance of Automobile Services Sector in Ghana: A Pricing Orientation Approach

Kankam-Kwarteng

Donkor

Acheampong

et al. 2019

ESJ

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“…Finally, the total economic value can be determined and communicated by adding the price of the next best alternative and the benefits of the differentiation. To manage these tasks, providers must improve their pricing capabilities and resources when implementing a value-based pricing approach (Dutta et al, 2003;Liozu et al, 2014), overcome a set of challenges (Hinterhuber, 2008;Gale and Swire, 2012) and adjust the organizational design (Liozu et al, 2014). Some concepts consider approaches that contribute to customers' value throughout the entire life cycle (for example, total cost or total profit of ownership) to quantify and communicate the value of an offer (Ulaga and Chacour, 2001;Snelgrove, 2012).…”

Section: Selling Schemementioning

confidence: 99%

Consequences of usage-based pricing in industrial markets

Stoppel

Roth

2015

J Revenue Pricing Manag

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In industrial sales providers often neglect the potential for revenues in the customer's usage processes after the actual transaction. However, innovative providers tend to shift revenues to the usage phase by setting prices according to actual service usage. In this article, we discuss the consequences of usagebased pricing in a twofold manner: First, we point out the potentials of usage-based pricing. Here, we show the additional value proposition when usage-based costs and risks are shifted from customers to providers as well as the opportunities and challenges of adopting that pricing scheme. Second, we analyze the profit impact of a usage-based pricing scheme in comparison with posted-price selling. The findings show that usage-based pricing can help discriminate customers by their usage intensity. With low usage-independent costs, usagebased pricing is more profitable than posted-price selling, even though providers must cover usage-based costs with that pricing scheme. With high usage-independent costs, providers should consider a minimum usage level or improve their advantage over customers in terms of usage-based costs.

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“…& Lyytinen, 2006;Kohlbacher & Reijers, 2013;Liozu, Hinterhuber& Somers, 2014). Similarly, it is assumed in this article that the organizational effects are related to the internal consistency of the mentioned organizations elements, and that the greater alignment of the elements is related to the better organizational performance.…”

mentioning

confidence: 95%

A New Approach to Measuring the Correlation of Organizational Alignment and Performance

Jevtić

Jovanović

Krivokapić

2018

Manage: J. Sustainable Bus. Manage, Solutions Emerging Econ.

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This paper focuses on measuring the alignment of organizational elements. Although several authors have analyzed this topic, there are few papers in which they propose a concept for measuring the alignment of key elements of the organization. In previous research, the concept of alignment is usually defined through categorical variables and different organizational configurations are suggested. Thus, this paper aims to propose a new approach to measuring organizational elements and their alignment. Based on the literature review we determined the organizational model for conducting the research in companies listed on the top 300 companies in Serbia. On the sample of 57 respondents theresults confirmed the defined hypothesis by which the alignment of the organizational elements has the positive correlation with the organizational performance. In order to measure the organizational elements we defined the 7-level scale which enables measuring the alignment of organizational elements. The research results confirm that it is necessary to look at the solutions based on some organizational elements simultaneously. However, in order to confirm the validity and reliability of the results, it is necessary to conduct a research on a larger sampling frame, since the sample from this research is relatively small in comparison to the total population. The defined scale can be used as a control tool for checking the proposed organizational design solutions in practice. Also, the rules of alignment of organizational elements can be applied at different hierarchical levels in the organization, which will be the subject of future research of the authors.

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Organizational design and pricing capabilities for superior firm performance

Cited by 30 publications

References 78 publications

Measuring the Performance of Automobile Services Sector in Ghana: A Pricing Orientation Approach

Measuring the Performance of Automobile Services Sector in Ghana: A Pricing Orientation Approach

Consequences of usage-based pricing in industrial markets

A New Approach to Measuring the Correlation of Organizational Alignment and Performance

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