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The purpose of this paper is to investigate the characteristics that lead to the adoption of the three new business-to-business (B2B) product pricing strategies, namely, skimming pricing (i.e. a high initial price), penetration pricing (i.e. a low initial price) and pricing similar to competitive prices.

To achieve the study’s research objectives, data were collected through a mail survey from 116 B2B firms, operating in four different sectors.

The adoption of skimming pricing and penetration pricing is triggered by company-related factors that are associated with the company’s corporate and marketing strategy and the product characteristics, while the adoption of pricing similar to competitive prices is influenced by market-related factors that are associated with customers’ and competitors’ characteristics.

The above findings indicate that the managers responsible for setting prices for new B2B products should follow a “situation-specific approach” and be guided by the unique characteristics of their internal and external environment.

Its contribution lies on the fact that, building upon quests within the existing literature, it constitutes one of the first attempts to examine empirically the aforementioned issue.

This research aims to represent an initial exploration of how partitioned pricing influences consumers’ purchase decisions of new versus used products from the theoretical perspectives of prospect theory and gain/loss decision frames.

Four experiments to test the hypotheses with multiple product categories have been conducted.

Results from a series of experimental studies find that consumers prefer partitioned pricing over all-inclusive pricing for new products, whereas all-inclusive pricing is more preferred for used products. In addition, the authors demonstrate that a high-quality brand can reverse this effect for used products; specifically, consumers prefer partitioned pricing over all-inclusive pricing for a used product with a high-quality brand.

This research contributes to the literature on second-hand consumption by examining the impact of pricing strategies on consumer purchase decisions of new versus used products. This study deepens our understanding of consumer decision-making for new versus used products and it provides implications for bolstering sustainable consumption.

This paper aims to describe best practice in pricing strategy for new products and services being introduced to a market.

A review of introductory pricing patterns across a number of industries shows there are some common patterns in customer evaluation of new products and services. Study of customer behavior can be closely tracked where there is an ongoing relationship with the buyer, e.g. online services, software as a service, professional or technical services, consumables, consumer products and sometimes capital items with service suites and warranties (e.g. medical devices). The means for inferring and tracking customer understanding, beliefs and values is to quantify usage patterns, service call‐ins, warranty requirements and trade‐out of the new product/service for newer products and services.

This article examines customer behaviors to suggest that there are three phases to customer product or service adoption: a “learning” phase, where the customer or potential customer (in trial) learns about the products, its attributes, features, utility and value; a “use” phase where the customer has learned how to use the service or product, and is appreciating the value of the product, and using a lot; and a “reassessment” phase. Now the customer is very familiar with the product, the novelty and mystery has worn off, and they wonder if there is an equivalent substitute available for a lower cost.

A bad introductory pricing strategy can destroy price levels and destroy a market, not to mention cost a company a lot of money. For some years many new product/service sponsors believed the best pricing approach for new products and services was to offer it for free. This paper shows that this simple approach is both ineffective and impracticable for most companies. The better approach is to understand customer product adoption cycles, and link the introductory pricing strategy to customer understanding and behavior.

New‐to‐the‐world products are innovations that represent leapfrogging advancements in product design, which often result in significant gains in consumer utility. Such new products are critical not only because of their ability to become a means for market share gain and revenue growth, but also because they often change the competitive landscape of the markets they are launched in. A fundamental concern in developing new‐to‐the‐world products is the appropriate pricing of these products. In this paper, we will first review the traditional methods used in determining the prices of new‐to‐the‐world products. We will then profile emerging technologies that have found extensive use in recent years and are helping accelerate the pricing process of new‐to‐the‐world products. The paper will conclude with a discussion of the implications of these emerging technologies on the practice of pricing.

After pioneering, but insular, work on the conceptualization and measurement of customer value in business markets undertaken in the 80s and 90s, interest in this topic is substantial since the beginning of this decade. Despite this recent interest, marketing scholars concur that value in business markets is still an under-researched subject. This contribution to the debate is threefold. The paper first proposes an own model of customer value conceptualization in business markets; based on several rounds of testing this theoretically grounded model in managerial practice indications exist to conclude that this model may offer benefits over current models.

Secondly, the paper provides a comprehensive survey of pricing approaches in industrial markets. The paper integrates this literature overview with own empirical findings. Concurrently the paper summarizes extant research on the link between pricing approach and profitability in industrial markets. The paper thirdly proposes a framework for value delivery and value-based pricing strategies in industrial markets. Proposing such a framework is both useful as well as necessary. Useful, since this framework guides new product development and pricing decisions and assists in the implementation of price-repositioning strategies for existing products; necessary, since the theoretical and practical adoption of value-based delivery and pricing strategies may have suffered from the lack of a unifying conceptual framework. Two case studies, one involving the pricing decision for a major product launch at a global chemical company, the other involving value delivery at an industrial equipment manufacturer, illustrate the practical applicability of the proposed framework.

The purpose of this paper is to examine the influence of the dialogue, access, risk assessment and transparency model of value co-creation processes (dialogue, access, risk and transparency) on new service market performance (NSMP) with the mediating role of value-informed pricing in the context of business-to-business (B2B).

The data were collected through a cross-sectional survey of 230 managers of the telecommunications industry in Malaysia and analyzed through structural equation modeling using SmartPLS v.3.3.3 software.

This study found that dialogue and transparency are predictors of NSMP. The findings indicate that value-informed pricing plays a mediating role in the relationship between dialogue and transparency with NSMP.

Disclosing pricing related information, providing up to date information to the customers, making clear to the customers about new offerings would certainly influence value-informed pricing. Thus, managers can enhance customer engagement in the interaction processes to better understand customer expectations of new services and how the new services should be priced.

The link between value co-creation and value-informed pricing has been only conceptualized in literature. This study has opened a new stream of research, examining the relationship of interactional-based value co-creation process with value-informed pricing and NSMP in the context of B2B relationship from providers’ perspective.

The effect of customers’ forward-looking behavior on firms’ profit has been highlighted by many researchers and practitioners. This study aims to develop a mathematical model for new generation products to analyze the optimal pricing and advertising policies in the presence of homogeneous forward-looking customers. A firm that produces and sells a new generation product was considered. This firm aimed to determine the optimal pricing and advertising expenditure by maximizing the total profit.

The demand was presented as a diffusion model inspired by the Bass diffusion model. This paper used Pontryagin’s maximum principle to analyze the proposed model. The presented model was implemented in some numerical examples by proposing a heuristic solution method. Numerical examples confirmed the theoretical results.

This paper found a threshold on the optimal advertising policy depends on customers’ forward-looking behavior, advertising coefficient (both direct and word-of-mouth advertising) and discount rate. The funding showed that the optimal pricing path of the first generation was monotonically decreasing or increasing and, then, decreasing. Results revealed that, by increasing the customers’ forward-looking behavior, the firm should reduce the price and advertising expenditure. Also, the price was shown to be negatively affected by the discount rate and word-of-mouth advertising. The profitability will improve if the firm spends more budget on advertising by increasing the discount rate and advertising effectiveness. Further, when the word-of-mouth advertising effect is high, the firm should increase the advertising expenditure first and, then, decrease it.

Nowadays, forward-looking customers’ anticipation for releasing a new generation can harm the firms’ profit. In this regard, this research analyzed optimal pricing and advertising policies for a new generation product in a market populated by homogeneous forward-looking customers. To the best of the knowledge, this is the first study that investigated these two marketing policies jointly in the presence of forward-looking customers.

The purpose of this article is to reveal several issues surrounding old style twentieth century pricing traps that need to be overcome in the twenty‐firt century global economy and expanding internet marketplace.

The information on which this article is based derives from the authors' experience and expertise advising and supporting companies of all sizes over many years. There is further evidence from surveys done by a professional association.

Pricing is vital component to revenue and profit success and needs to be a functional lever for every company.

Whether introducing new products/services or upgrades to existing products/services, better revenue/profit margins can be accomplished by establishing a viable and value‐based pricing strategy.

Pricing strategy is an essential element for doing business successfully in the global marketplace.

Summarizes discussions with the chairman and president of Harris Corporation, a communications equipment and systems manufacturer in the USA. Reveals that, in an inflationary period, pricing has to anticipate the expected rate of inflation if the substance of profitability of an organization are to be safeguarded.