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Recent years have seen explosive growth in the use of enterprise pricing software. Pricing software contributes to business returns by improving pricing decision-making, and by providing monitoring and process control for pricing processes across the corporation. This software has developed in a number of significant ways over the past decade and continues to evolve in terms of sophistication and ability to contribute to both top- and bottom-line growth. In this paper, the authors present a brief historical context for the role that pricing software fulfills in a typical B2B corporation, and a set of predictions of future capabilities based on emerging trends.

The purpose of this paper is to lay a current, research-based foundation for investigation of the concept of innovative price models and its connection to business models.

The design is composed of a structured literature review of articles on price models published in 22 journals during 42 years. This then serves as a base for a subsequent conceptual discussion about the foundation of innovative price models.

The literature review yields only very few results that are loosely scattered across various areas and mostly without any kind of deeper exploration of the concept of price models. The paper therefore goes on to conceptually explore some fundamental conditions that might influence or even determine price models. The final outcome of this exploration is the relation, intention, technology and environment (RITE) framework that is a meta-model for conceptualising innovative price models.

The literature review could include additional journals and areas, and empirical testing of the RITE framework as yet has been limited.

The RITE framework can be used by practitioners as a tool for investigating the potential and usefulness of developing the capability to handle innovative price models.

The RITE framework provides fundamental conditions, which influence, or even determine, how innovative price models are developed and applied.

Focuses on the use of short‐term price deals with regard to pricing. Introduces a set of subjective factors as predictors of price dealing intensity, in addition to traditional objective indicators. Reveals that retailers” perceptions appear to add to the structural imperfections in the market‐place. Suggests that inclusion of goal and perceptual variables may give market structure and industrial organization more powers.

This paper aims to examine the applicability of real options methodology with respect to developing internal transfer pricing mechanisms. A pervasive theme in existing models is their inability to handle the dynamic and volatile nature of today’s business environment, as well as their lack of objective managerial flexibility. The authors address these and other issues and develop a transfer pricing mechanism based on Black–Scholes and the binomial options pricing methodology, which is better suited in today’s dynamic business environment.

The authors use a conceptual approach in developing theoretical justifications and show, practically, how a transfer price can be developed using two different real options pricing models.

The authors find that real options transfer price mechanism (real options framework [ROF]) can effectively deal with many of the issues that permeate a modern organization with complex multi-dimensional operations. The authors argue that uncertainty and behavioral issues commonly associated with setting transfer prices are better handled using a transfer pricing mechanism that preserves flexibility at the business unit level, the managerial level and the firm level. The approach allows for different managerial styles in both centralized and decentralized sub-units within the same organization. The authors argue that an open multi-dimensional framework using real options is suitable under conditions of uncertainty and managerial opportunism.

ROF-based transfer pricing may be significant in that firms can use it as a tool to manage an organization by setting the prices centrally and at the same time allowing managers to select the transfer price that best suits their specific situation and operating conditions. This may result in a more efficient and more profitable organization.

The contribution of the paper is the melding of the ROF from the finance literature with the accounting problem of setting a transfer price for items lacking a competitive market price. The authors also contribute to existing research by explicitly developing a framework that values managerial flexibility, takes into account uncertainty and considers the behavioral aspects of the transfer pricing process. The authors establish the conditions under which a generic real options model is a feasible alternative in determining a transfer price.

One of the most common forms of international tax avoidance is transfer pricing by multinational enterprises. The research will investigate on the factors that contribute to transfer pricing abuses. At present, there is no substantial and extensive transfer pricing rule in Mauritius. This paper aims to analyse the legal approaches to tackle transfer pricing issues that are undertaken by some countries whose taxation regime is similar to Mauritius. The selected countries are South Africa and UK. The objective behind the comparative study is to come up with the appropriate preventive and corrective measures for Mauritius.

The methodology adopted for this research consists of a critical analysis and comparative legal review of the relevant legislation, case law and literature. A minor quantitative analysis of the transfer pricing problem in Mauritius will be conducted, in terms of which interviews will be conducted with officials from different institutions in Mauritius.

The study will conclude that the absence of explicit formal rules on transfer pricing allows businesses to use the country to manipulate transfer prices to avoid paying taxes. Therefore, an amendment to Mauritius laws and regulatory framework is required to dissuade multinationals to engage in transfer pricing abuses. The study will conclude that the scope and application of the arm’s length principle needs to be formally set out in legislation and also, the use of Advance Pricing Agreements will also be recommended.

The research is among the first studies that compare Mauritius legal provisions on transfer pricing with that of South Africa and UK. The research is unique as it intends to provide fruitful recommendation to stakeholders in Mauritius to enhance the existing legal framework on the subject.

This research seeks to examine differences in perceived shipping charge inflation associated with online promotions presented as reducing base product price, reducing shipping surcharge, or reducing all‐inclusive price and its impact on deal values for shipping charge skeptics and non‐skeptics.

Drawing from research on multi‐component pricing and mental accounting, a laboratory experiment investigates if shipping charge skeptics differ in their perceptions of shipping charge inflation for different presentations of online promotions from non‐skeptics, and if they differ in perceived deal value of economically equivalent promotions presented as reduced product price, reduced shipping charge promotion, or reduced all‐inclusive price for high and low priced items with small or large shipping fees at retail websites.

Analyses show that shipping charge skeptics differ from non‐skeptics in their perceptions of shipping charge inflation and deal values for different online promotions only when the surcharge is large relative to the base price. Reduced price promotions are most attractive for high‐priced items with low surcharge but least attractive for large surcharge sizes. For large surcharge sizes, shipping charge skeptics prefer reduced all‐inclusive price promotions to reduced shipping promotions, while non‐skeptics prefer reduced shipping promotions to reduced all‐inclusive price promotions.

The results suggest that the effectiveness of various promotion frames at online stores differ based on base price, surcharge size, and consumer skepticism of shipping charge. Robustness of the results obtained at different levels of discount sizes need investigation.

Online retailers that have to charge high shipping fees can use promotions to shift the referent price component used by consumers to calculate savings and mitigate perceptions of shipping or base price inflation. For equivalent dollar savings, retailers can use reduced shipping charge promotions to communicate higher deal values to shipping charge non‐skeptic consumers than reduced base price or reduced all‐inclusive promotions.

This research examines how consumer perceptions of deal values differ, even though objective savings and financial outlay is the same, when promotions are presented as reducing product price versus surcharge.

While there has been much debate in the reference pricing literature on the most appropriate conceptualization of internal reference price used by consumers in evaluating deals, the question of whether consumers may use different internal reference prices at different stages of the purchase process has not been addressed. In this article, we hypothesize that consumers may use one type of internal reference price to form their deal attitude and another to determine their purchase intentions. We also show that different dimensions of internal reference price are used to determine deal attitude and purchase intention and that price uncertainty moderates the relationship between these internal reference prices and deal evaluation.

The paper attempts to discuss the optimal pricing decisions under the decentralized and centralized decision and analyze the influence of online reviews and in-sale service on dual-channel supply chain. Finally, the authors design a two-part tariff coordination mechanism.

To deal with this pricing conflict problems of dual-channel supply chain consisting of dominant manufacturer and a retailer, considering the fact that online reviews and in-sale service are important factors on consumers’ purchase decisions, the authors establish some basic models and exploit them to discuss the optimal pricing decisions under the decentralized and centralized decision and analyze the influence of online reviews and in-sale service on dual-channel supply chain. Finally, the authors design a profit-sharing coordination mechanism.

The results show that the optimal online direct selling price is positively correlated with product perceived quality obtained from online reviews and negatively correlated with the in-sale service. The traditional retail price is positively correlated with the in-sale service and weakly correlated with online reviews. For the manufacturer and retailer, whether decentralized decision or coordination contract, their profits increase with the increase of the in-sale service in a certain range and quality perceived from spontaneous online reviews. Online reviews and in-sale service are important factors on consumers’ purchase decisions. Positive in-sale services and online reviews can provide consumers with a better shopping experience, thereby promoting their enthusiasm for shopping and improving their quality of life. The two-part tariff coordination mechanism improves the profits of the manufacturer and the traditional retailer, respectively, through the transfer fee.

The proposed approach can well analyze the channel conflicts and pricing problems between retailers and manufacturers with respect to product offline price and online price. The analysis and results can inform decision-making for manufacturers and retailers.

The purpose of this paper is to analyze the prices and consumer behavior at Woot.com, a deep discount online retailer, and compare two selling mechanisms it uses – the regular “one deal a day” and the “woot‐off” mechanisms. The paper also compares the “one deal a day” business model with the mainstream multi‐product retail business model.

Product, pricing, and sales data for products sold on Woot.com were collected using an automatic online data‐collection agent. The data set of 572 products includes 270 products sold using the regular “one deal a day” format and 302 products sold on ten woot‐off days.

Two periods of the day were identified when most orders were placed. It is found that Woot.com's prices were usually lower than the lowest found elsewhere online, and the price differences were even greater during woot‐offs. The analysis reveals that the price elasticity at Woot.com is lower than those at internet retailers such as Amazon.com or BarnesandNobile.com. In addition, factors such as having the lowest online price, a large customer base, and selling during a “woot‐off” and on weekdays all help increase sale outcomes. The comparison of the “one deal a day” and the multi‐product retail business model suggests that the former focuses on niche markets and primarily sells closeout and refurbished products to online bargain hungers.

The current study contributes to both research and practice toward understanding prices and consumer behavior at “one deal a day” web sites. Future research can examine other aspects, such as the order arrival on these sites.

Standard approaches to price decisions are normally illustrated as step‐by‐step developments that try to group pricing issues loosely into some format. These current approaches do not emphasize the interaction of consumer characteristics with the competitive environment of each market. Describes a modified version of the Tellis Price Strategy Matrix to enable coordinated market issues and company strategies by directing emphasis on pricing issues and techniques that are appropriate and effective, given the consumers′ (or segment′s) as well as the company′s objectives, as constrained by the competitive nature of the product′s market. By using this type of matrix as a guide, product managers can quickly evaluate the appropriate issues of concern for a given pricing decision and then progress toward a pricing decision with more confidence.