The Voice of Pricing Leadership

Chief Pricing Officer is the independent voice of the pricing executive community — setting the standard for pricing in the C-suite and defining the role for enterprise impact.

Pricing in the News

Every business day, we scan the Wall Street Journal for stories that illuminate pricing concepts in the real world. We don’t restate the news — we identify the pricing mechanics at work and what they mean for practitioners. Click through to read the full story

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8/6 Pricing in the News

Today's stories split cleanly into who's choosing to give price back and who's holding the line. Some of today's companies are using price concessions or transparency as a demand-generation and goodwill tool, while others are holding firm on price increases and visibly paying for it in volume. A couple of today's stories are really about who captures the value in a transaction where the fair price is genuinely hard to know in the moment. And one story is a reminder that prici

Pricing in the News

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Latest Perspectives

2026 B2B SaaS Price & Value Survey | A Monetization Log Jam

Product teams are shipping features faster than the commercial teams can monetize them. Right now, half of B2B SaaS companies are giving away expensive new AI features for free. This is creating a wide-spread monetization log jam, as margins are surrendered to minimize customer disruption and product complexity. Three gates are holding back monetization: internal buy-in, buyer predictability, and competitor anchoring.

When a Price Change Fails, It’s Rarely About the Math

Execution, communication, and timing drive impact more than decimal points. When a price change doesn't stick, leadership often blames the strategy. But more often, the breakdown is in execution, and execution is a team design problem. This article is about what your Pricing team and commercial organization need to be capable of for any price change to survive contact with the field.

Swallowing the Fish

The Commitment That Has to Happen Before Any of the Plumbing Works Professional services firms know their pricing model has to change. Last week I wrote about the plumbing most haven't built. This week's about the conversation that has to happen before any of it does. Earlier this week I wrote about the Journal's piece on consulting's billing crisis, and the operating-model plumbing most firms haven't built to actually fix it: revenue recognition against a milestone instead

The WSJ Named the Problem. It Missed the Fix.

Consulting's billing crisis just made the front page. Here's the operating model nobody's writing about. Last Thursday, the Wall Street Journal ran a piece called “Consultants Struggle Over Billing.” It described an industry trying to move off hourly billing under AI pressure, and finding the transition slower and harder than anyone expected. It named the problem well. It didn't come close to the fix. What the Journal Reported Buyers still evaluate bids on an hours-times-ra

The Price Is Right… But It Isn’t Enough to Win This Game with Ryan Walter

Finding the Price Before Building the Product: A Conversation with Garrick Van Buren

The One Percent Rule: Why Small Price Moves Drive Outsized Profit

Article written by Ryan Walter of Jennings Executive Search: https://www.jenningsexec.com/ Also of Profit Academy: https://www.profitacademy.io/ Pricing education pays for itself when teams grasp how leverage compounds. One percent can change the P&L. If you could teach every employee one thing about pricing, it would be this: a one percent change in price can increase profit by eight to twelve percent. That's the kind of leverage that makes pricing unique. You can't find it