Найти книгу: "No B.S. Price Strategy"

Millionaire maker Dan S. Kennedy and pricing/marketing strategist Jason Marrs empower small business owners to take control of their profits by taking charge of the source: their price. Entrepreneurs are dared to re-examine their every belief about pricing and take a more creative, bold approach, using price to their extreme advantage and allowing them to be as profitable as possible. Liberating small business owners from all fear and timidity toward pricing, Kennedy and Marrs teach small business owners uncover how to avoid the 9 ultimate price and fee failures including excess concern about competitors’ lower prices, attracting customers who buy by price, and not offering premium pricing options. They also reveal how to discount without damage, the secret to price elasticity, how to break free from the price-product link, and, most importantly, how to set prices for the greatest profits. • Kennedy and Marrs disclose little-known revelations about the power of pricing including: • the 9 ultimate price and fee failures • the trick behind discounting without devaluing • the 5 price-related propositions to be concerned with • the million-dollar secret behind “FREE” • how to win price wars with competitors • Includes access to price strategy support tools at www.simplepricingsystem.com • Covers pricing strategies specific to recessions

Although new ventures’ competitive positioning and their founders’ social networks are both recognized as important in the context of transition economies, not much is known about their multiplicative effect on performance. We build on the strategic management literature and social network theory to develop theoretical predictions about the role of competitive strategies and social capital for entrepreneurial performance. These are tested with survey data from Bulgaria. We find that both the venture’s competitive strategic positioning and the founder’s networking positively influence performance. The hypothesized moderating effect of networking for the relationship between differentiation strategy and performance received only tentative support. Contrary to expectations, we find a negative moderating effect of networking for the relationship of cost leadership with performance. These results suggest that the entrepreneur’s network plays a role in shaping how strategies influence performance by possibly upholding differentiation and deemphasizing cost leadership strategy. Implications for managerial practice and public policy are discussed.

Renoir portrayed what he saw; I taught what I comprehended. It’s possible to deprive a person of life; it’s possible to take his freedom away, but to prevent him from speaking about what he has seen and learned is impossible!