Behavioral Issues in Price Setting in Business-to-Business Marketing:

A Framework for Analysis

Gopalkrishnan R. Iyer1
Professor of Marketing
College of Business
Florida Atlantic University
777 Glades Road
Boca Raton, FL 33431
USA
Phone: 561-297-0917
E-mail: [email protected]

Sarah Xiao
Lecturer in Marketing
Durham University Business School
Durham, DH1 3LB, UK
Tel: +44 (0)191 334 5317
E-Mail: [email protected]

Arun Sharma
Professor of Marketing
Department of Marketing
University of Miami
P.O. Box 248147
Coral Gables, FL 33124
USA
Phone: 305-284-1770
E-Mail: [email protected]

Michael Nicholson
Professorial Teaching Fellow
Durham University Business School
Durham, DH1 3LB, UK
Tel: +44 (0)191 334 5402
E-Mail: [email protected]

Cite as:
Iyer, G.R. et al., Behavioral issues in price setting in business-to-business marketing: A
framework for analysis, Industrial Marketing Management (2015),
http://dx.doi.org/10.1016/j.indmarman.2015.02.001
1
Corresponding Author

1
Highlights

 Managerial price setting processes are examined through insights obtained from
behavioral decision making.

 Behavioral models of pricing provide realistic understanding of managerial price setting

in business-to-business contexts.

 Issue understanding, cognitive biases and heuristics are offered as major managerial
factors that impact price setting.

 An agenda for future research is offered along with managerial suggestions for price
setting.

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 Behavioral Issues in Price Setting in Business-to-Business Marketing:
A Framework for Analysis

Abstract

Business-to-business pricing research has often focused on developing rational and normative

frameworks and models for pricing issues, strategies and tactics. However, there has been less

attention given to behavioral models that help us understand the realities of pricing and how

managers actually set prices. Specifically, there has been less attention given to the various

individual and group influences on the price setting process. We apply insights from a steadily

increasing body of literature on behavioral decision making to identify some relevant behavioral

issues that may affect managerial price setting processes in business-to-business contexts. We

conclude with some implications for theory building and practice and an agenda for future

research.

Keywords: Business-to-business Pricing; Price Setting; Industrial Pricing Decisions;

Behavioral Bias in Pricing

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 Research on pricing in business-to-business markets is sparse, though some recent

articles have shed light on various aspects of pricing, including supply chain pricing (Voeth and

Herbst 2006), price planning (Lancioni 2005b), pricing in international markets (Forman and

Hunt 2005), and pricing of integrated solutions (Sharma and Iyer 2011). In addition, recent

research has also called attention to the study of value-based pricing (Hinterhuber 2004) as well

as the need to understand the impacts and influences of key managers (Lancioni, Schau and

Smith 2005), including the CEO (Liozu and Hinterhuber 2013), on price setting.

While normative frameworks have been suggested in the past for price setting in

business-to-business contexts, research has also suggested that managers take decisions that

appear to deviate from what could be considered optimal given the application of these

frameworks (Kopalle, Mela and Marsh 1999; Liozu 2013; Urbany 2001). However, what is

“optimal” can only be determined from the idiosyncratic environmental and organizational

context of the firm as well as the firm’s intended pricing objectives. Moreover, while there is

some research in organizational buying behavior that contends that individual managers’

interpretations and cognitive processes affect purchasing decisions (Barclay and Bunn 2006;

Wilson, McMurrian and Woodside 2001), similar research on pricing in industrial markets is

only in its infancy. For example, Lancioni et al. (2005) demonstrate that managers often face

internal “roadblocks” from within their organizations in the price setting process. On the other

hand, Liozu and Hinterhuber (2013) find from their empirical study that CEO championing of

pricing activities actually enhances the firm’s pricing capabilities and contributes to better firm

performance.

Approaching the field of business-to-business pricing from the perspective of behavioral

decision making, which contends that managerial cognitive biases are key sources for deviations

4
from optimal decisions, we attempt to understand the impacts of managerial factors on the price

setting process. Our primary objective is to build a case for the study of managerial cognitions

that could affect the use and application of normative frameworks of price setting. With this

objective in mind, we attempt to make three distinct contributions to the current sparse research

in the area of managerial influences on business-to-business pricing. First, we extend insights

from behavioral research from various disciplines, including behavioral economics, management

and behavioral finance, to understand how behavioral issues may contribute to the price setting

process. While most existing research on business-to-business marketing focuses on the

customer or the purchasing manager (e.g., Anderson et al. 2000), we place our attention on the

manager in the selling or marketing firm. Second, we offer a preliminary framework that

contends that managerial issue identification, cognitive biases and heuristics intervene in the

price setting process, specifically in the observed outcomes of normative decision frameworks.

Prior literature on price setting has shown that managers often use pricing objectives that may

not be appropriate given the environmental and organizational context (Carricano 2014; Griffith

and Rust 1997). Also, managers may rely too much on one method of pricing (e.g., the cost-plus

method), while ignoring other methods (Nagle, Hogan and Zale 2010). Moreover, they may not

view pricing as a dynamic strategy that needs to be altered with response to changing contexts

(Monroe and Cox 2001). Finally, given the paucity of behavioral as well as prescriptive research

on price-setting in business-to-business marketing, we offer some implications for theory as well

as an agenda for future academic research that would enhance our understanding of how

managers set prices. In this context, we also offer suggestions and implications that could result

in enhanced managerial decision competence and thus, improvements in the price setting process

in business-to-business markets.

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 The rest of this paper is organized as follows. In the next section, we take stock of

current research in business-to-business marketing, in general, and pricing in particular, and call

attention to understanding managerial factors that could impact the price setting process. We

then selectively review the literature on behavioral decision making from various disciplines and

identify some factors that may impact price setting in business-to-business markets. We then

offer some implications for theory and practice as well as an agenda for future research.

Understanding Managers’ Impacts on the Price Setting Process

Scholars have proposed several rational and normative frameworks for decision making

with respect to prices (see, for examples, Morris and Calantone 1990; Noble and Gruca 1999;

Oxenfeldt 1973; Tellis 1986). Such a normative focus is indeed warranted given that pricing is

often viewed by managers in tactical rather strategic terms (Dutta et al. 2002), and most

managers are daunted by the complexities of developing elaborate pricing plans for their

products (Lancioni 2005b). However, at the same time, researchers are aware that most firms do

not always make the correct strategic decisions and in the context of pricing, these could have

severe financial implications for the firm (Cudahy and Coleman 2007; Hinterhuber 2004;

Sharma and Iyer 2011). In fact, a recent survey revealed that 70% of executives do not believe

that their firms have clear pricing strategies (Accenture 2011). Baker, Marn and Zawada (2010a)

suggest that most firms do not invest in pricing infrastructure and for a Global 1200 company, a

one-percent improvement in average prices of services and goods could lead to an 8.7% increase

in operating profits.

Researchers have also uncovered that managerial price setting suffers from various issues

ranging from selection of inappropriate objectives to misunderstandings of the concept of value

6
and how it relates to price (Hinterhuber 2004; Hogan and Lucke 2006; Morris and Calantone

1990). Moreover, significant opportunities are lost given that even marginal increases in prices

could yield significantly more profits as compared to other strategic or tactical actions

(Hinterhuber 2004). Apart from a failure to adjust prices to account for changes in industry

demand when pricing through a product’s lifecycle (Baker, et al. 2010b), significant concerns

arise when companies set prices lower than what the market could pay (Eugster, Kakkar and

Roegner 2000). This is because low prices contribute to lost opportunity and in markets that are

often inelastic, represent errors that do not, even fortuitously, translate into increased sales.

Indeed, there is considerable evidence from practice that errors in pricing may have serious

consequences for the organization (Baker, Marn and Zawada 2010b; Eugster, Kakkar and

Roegner 2000; Johansson, Krishnamurthy and Schlissberg 2003; Krishnamurthy, Johansson and

Schlissberg 2003).

Research on pricing in business-to-business marketing had been traditionally inspired by

approaches within economics. The primary assumptions are that customers (or, purchasing

firm’s representatives) use a rational calculus in responding to prices and that marketing firms set

their prices rationally with a view to cover costs and achieve broader firm-level objectives. The

rational behavior hypothesis has largely remained unchallenged, even though the discrepancies

between economic theory and pricing practices have been highlighted in the past (e.g., Hall and

Hitch 1939). In fact, most academic approaches to pricing are either descriptive studies of

pricing practices or normative frameworks offering prescriptions on rational price-setting

behaviors. What is lacking is a cumulative understanding of the price setting practices followed

by firms and the factors that contribute to successful practices (Ingenbleek 2007).

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 Since buying decisions in business-to-business markets are taken within an organizational

context, it made sense to assume that firms behaved rationally to maximize their own firms’

objectives and that the individual decision makers’ preferences and tastes mattered very little,

given the pursuit of organizational objectives. Similarly, normative models for developing

pricing in the business-to-business marketing context are motivated by the premise that

marketing firms set their prices rationally with respect to some clear and coherent objectives and

after due analysis of the context and circumstances.

Thus, pricing research in business markets has largely ignored the role of the individual

manager in pricing decisions and the idiosyncratic impacts they may have on the price setting

process. This is in sharp contrast to other areas of business-to-business marketing, most notably

organizational buying decisions, where the roles and impacts of individuals and groups are

explicitly considered. For example, even the earliest comprehensive frameworks of

organizational buying, such as those offered by Robinson, Faris and Wind (1967), Webster and

Wind (1972) and Sheth (1973) explicitly considered the fact that the purchasing manager as well

as informal groups within the organization, such as the buying center, played a part in

organizational buying decisions. Later research and frameworks have also explicitly recognized

the role of buying center groups in various aspects of organizational buying decisions (e.g.,

Bellizzi 1979; Johnston and Lewin 1996; Kauffman 1996; Kohli 1989). In contrast to strictly

rational economic frameworks, these models consider multiple influences on organizational

buying. More specifically, they include individual influences on organizational buying calling

specific attention to the organizational buyer’s personal values and needs, as in the Webster and

Wind (1972) model, and to the buyer’s psychological world, as in the Sheth (1973) model.

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 Webster and Wind (1972) acknowledged that organizational buying may be affected by

factors that are not strictly rational and economic. They labeled these influences as “nontask”

factors and considered a variety of individual, social, organizational and environmental forces

that affected otherwise rational economic organizational buying decisions. In Sheth’s (1973)

model, expectations and background, among other factors such as differences in information

sources, search behaviors, perceptual distortion and satisfaction with past purchases were posited

to influence decisions makers in industrial buying. Both these models consider and incorporate

deviations from rational economic processes in their accounts of organizational buying.

Apart from the vast body of research on buying centers, there is also research within

organizational buying literature on the influence of individual managers on the buying processes

and decisions. While some research focuses on the demographics of managers, including their

education, experience and position within the organization, there is also explicit recognition of

the fact that individual managers may use different decision rules for evaluations, or may frame

the decision context differently (Crow and Lindquist 1982; Qualls and Puto 1989). Moreover,

individual managers may vary in their risk perceptions and how they manage such risks (Hawes

and Barnhouse 1987; Kauffman 1996; Puto, Patton and King 1985). An early review of the

organizational buying research also revealed individual managers’ personality and motivation

have been topics of research on the buying process (Johnston and Lewin 1996).

More recently, organizational buying research has also focused on subjective evaluations

by individual managers and buying centers (Brown et al. 2011; Brown et al. 2012). Specifically,

research on perceptions of the business-to-business brands suggest that brand cues are evaluated

by buyers through use of subjective information as well (Brown et al. 2012). Thus, this research

stream explicitly calls attention to the decision heuristics used by managers and contends that

9
overtly “rational” approaches to organizational buying have not allowed for the examination of

subjective judgments in organizational buying (Barclay and Bunn 2006; Brown et al. 2011;

Brown et al. 2012).

Such an examination of group and individual factors are largely lacking in research on

pricing in business markets. There may be several reasons for this neglect in pricing research.

First, even though buying centers are often informal and vary according to the buying decision,

managers responsible for the purchasing function can be recognized from their position titles and

from organizational charts. In contrast, the responsibility for the pricing function is not so

readily discerned; it could reside with divisional managers, product managers, inter-departmental

teams or may even be a C-suite decision. Second, while much of organizational buying research

is conducted using actual organizational participants as respondents and informants and can be

identified from organized sampling frames, large-scale empirical survey research on pricing is

often conducted among experienced MBA and executive education students (see for example,

Forman and Hunt 2013; Hunt and Forman 2006; Morris and Schurink 1993, while some

exceptions are studies in the European context in the decades prior reviewed by Ingenbleek

2007). The lack of availability of ready populations for sampling restricts study of pricing

decisions and behaviors to specific questions and also, more often than not, insights are often

drawn from case studies and small sample qualitative research. What is lacking is a cumulative

understanding of pricing practices from a wider variety of studies (Ingenbleek 2007). Finally, it

is possible that the conceptualization of organizations as rational entities may be pervading most

of pricing research and may also be restricting researchers to include only objective information

sources rather than pricing executives’ subjective evaluations in their models.

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 However, a growing body of literature now suggests that managers may not follow a

rational calculus (Ariely 2009; Urbany 2001) and do make pricing errors, some of them

egregious enough to threaten the firm’s financial stability. Part of the reason could be that pricing

decisions may rely on easily understood or simplistic cost-plus or competitive parity pricing

methods, while cognitive complexity may be devoted to other organizational decisions such as

product design and development, sales, and promotion. Also, a strong cost focus often permeates

the firm (Smith 1995), given that pricing decisions may be embedded across both marketing and

accounting/finance departments or subject to scrutiny and review by trained accountants within

the firm. Managerial discretion, when available, manifests itself only as deviations from the list

price through discounts and rebates. Even here, costs are often the primary consideration. For

example, a salesperson may be authorized to not give more than say, a five-percent discount,

often estimated from the margin loss the firm could bear for business development and/or

additional sales. On the other hand, empirical research indicates that delegation of pricing

authority to the salesforce results in superior firm performance, especially under conditions when

salespeople possess better market and customer information as compared to managers placed

further from the decision contexts (Frenzen et al. 2010).

Over the years, research with business-to-business marketing has developed and offered

pragmatic frameworks and tools for managers (see for example, Anderson et al. 2000; Lancioni

2005b; Morris and Calantone 1990). In general, it is offered that systematic pricing plans would

enable managers to avoid errors in their pricing decisions. Marketing, in general, appears to

have discarded profit maximization objectives through pricing and instead, entreats the

consideration of several diverse objectives (Morris and Calantone 1990; Oxenfeldt 1973;

Skouras et al. 2005), such as pricing to achieve target unit sales, revenues and market share.

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Similarly, when it comes to selecting a pricing method, an array of different techniques and

approaches are offered from which managers could choose, with choice of the “best” method

itself contingent on specific objectives and customer, market and industry factors, among other

considerations (Anderson et al. 2000; Noble and Gruca 1999).

We contend that a focus on the various behavioral issues that contribute to deviations

from standard economic theory as well as to irrational pricing behaviors would lead to a more

realistic conceptualization of the price setting process. In addition, such an explicit

acknowledgment of irrationality would enable the development of frameworks and schemas that

would help reduce serious errors in pricing that may detract from firm performance or even

threaten its survival. In the next section, we offer a framework that would contribute to

understanding the behavioral issues in pricing.

Understanding Behavioral Issues in the Pricing Process: Towards a Framework

As argued earlier, our understanding of ways prices are actually set by firms would not

only enable the development of better normative frameworks for pricing but also enable

researchers to propose models and frameworks that are more realistic. Rational and normative

pricing models are often structured as conditional if-then logical statements. In such models,

there is little scope for roles played by managerial discretionary decision making. In reality,

however, pricing decisions, even though aided by decision models, are the purview of specific

individuals and groups in the organization. Despite similarities in contexts and availability of

decision making models, pricing decisions may suffer from unwarranted risk avoidance

(Guiltinan 1976; Hunt and Forman 2006), inappropriateness of chosen objectives (Smith 1995),

perceptions of lack of decision making control (Hinterhuber 2004; Lancioni 2005a), inflexibility

12
in decisions (Monroe and Cox 2001), and lack of knowledge of sophisticated methods (Morris

and Morris 1990).

The impetus for the study of managerial impacts on organizational decisions as well as

irrationality in pricing behaviors stems from various contributions to our understanding of

behavioral dynamics within and across organizations and theories of decision making that

explicitly consider rational limits on human cognitive capabilities (e.g., Cyert and March 1963;

March 1978; Simon 1955, 1957). Simon (1955) was prescient in advancing the notion that

humans are limited by cognitive and calculative abilities to analyze all the information needed to

make accurate rational choices. This form of bounded rationality, while appearing to lead to

rational decision making, may be rational only in intentions and not always in its outcomes.

Instead, individuals in organizations engage in satisficing rather than optimizing (Simon 1957).

The limitations imposed by bounded-ness of rationality are particularly severe when decision

makers face situations that are uncertain, complex and/or ambiguous (Duncan 1972; Spender

1989; Williamson 1975).

Behavioral decision theories have identified several strategies through which managers

reduce the complexity in decision making and/or deal with perceived uncertainty (Cyert and

March 1963; March 1978; Nelson and Winter 1982; Simon 1947; Weick 1979). Complexity and

uncertainty are often dealt with through simplified mental models that attempt to organize

knowledge about the environment (Cyert and March 1963). More importantly, managers attempt

to satisfice rather than optimize (March 1978) and/or follow various rules-of-thumb or routines

or heuristics (Kahneman, Slovic and Tversky 1982; Nelson and Winter 1982). While such

simplifications lead to decisions, the resulting decisions may not be fully optimal.

13
 Pricing research in industrial markets does acknowledge the role of managerial discretion

in the price setting process as well as the decision making errors attributed to managers (Liozu

2013; Liozu et al. 2011). However, there is less attention given to putative behavioral issues,

particularly the heuristics that may contribute as aids in reducing decision making complexity

but also biases that could contribute to bad decisions (Hammond et al. 2006; Liozu 2012). In the

context of pricing, Liozu (2013) elaborates managerial attempts to simplify decisions as those of

satisficing, following rules of thumb, defining standard operating procedures and organizational

routines, and distributed cognitions.

One way to conceptualize the impact of managerial factors in pricing frameworks is to

treat individual and group characteristics as specific exogenous factors that impact the price

setting process. Indeed, as noted earlier, comprehensive models of buyer behavior consider

individual and buying group factors explicitly in models of organizational buyer behaviors. In

terms of pricing research, this would lead to examination of various individual and group factors,

including but not limited to, managerial characteristics (e.g., age, education, experience, position

in the firm), managerial attitudes and dispositions (e.g., risk taking, conservativeness), and group

dynamics (e.g., internal politics, group power).

Another way to include the impact of managerial factors in pricing frameworks is to

understand how managerial interpretation of issues as well as their biases and heuristics

influence the price setting process. In such a framework, there is explicit recognition of the fact

that price setting process is influenced not only by contextual factors but also by managerial

judgments, and for better or for worse. For example, the impacts of contextual factors such as

present in the environment as well as within the organization on the price setting process could

be moderated by managerial factors, as shown in Figure 1. In such a framework, there is explicit

14
consideration of individual and group judgments that could contribute to decisions other than

those suggested by normative frameworks.

Figure 1 about here

The effects of environmental context on organizational decisions has been studied not

only by researchers within business-to-business marketing but also by those in the broader

disciplines of strategic marketing and general management. Specifically, with respect to pricing,

Morris and Schurink (1993) identify three specific environmental influences – rate of

environmental change, market structure heterogeneity and competitive rivalry – on the pricing

behaviors. The rate of environmental change or environmental dynamism refers to the pace and

extent of changes in the firm’s environment (Morris and Schurink 1993; Miller and Freisen

1983). Higher rates of change may call for aggressive pricing and frequent price changes.

Market structure heterogeneity refers to the extent to which markets are characterized by

homogeneous versus heterogeneous sources of supply as well as customer requirements (Morris

and Schurink 1993; Sheth 1985). These would impact whether the firm’s price objectives are

uniform across various markets or customized to specific markets. Competitive rivalry is the

extent to which one or more competitors are in intense competition with the firm for the same

groups of suppliers and/or customers. Here, pricing objectives, method and initial prices may be

pegged to the competition rather than flowing from solely internal considerations.

Apart from the environmental context, several aspects of the organizational context, or

forces within the organization, also have impacts on the price setting process. For example,

Lancioni et al. (2005) demonstrate that different groups and departments within the firm may

create hurdles and obstacles in the development and implementation of pricing strategy. Also,

bureaucratic structures may increase internal administrative and overhead costs (D’Aveni and

15
Ravenscraft 1994), which could be reflected in the higher initial prices and/or lack of price

flexibility. The degree of autonomy and control over pricing would affect not only the selection

of pricing objectives but also the choice of pricing methods and the flexibility in pricing. On one

hand, it appears that CEO influences in price setting actually enhances pricing capabilities, but

on the other hand, it may be argued that top management involvement in price setting reduces

the decision-making autonomy of functional managers (Lancioni et al. 2005; Liozu and

Hinterhuber 2013). Recent research has also shown that a firm’s pricing capability is a distinct

organizational resource and an important source of competitive advantage (Dutta et al. 2002;

Liozu and Hinterhuber 2014).

The above discussion provides a summary view of how some forces in the environmental

context and organizational context would affect the price setting process. However, the

discussion thus far does not take into account individual managerial issues in decision making.

From the current literature on behavioral decision making approaches, we can identify issue

interpretation, cognitive biases and heuristics as three major managerial factors that would affect

the influence of contextual forces on the prices setting process (see Figure 1). We briefly discuss

each of the three factors below.

Issue Interpretation

Research in organizational behavior, drawing from influences from psychology and

sociology, has brought attention to how the context affects individuals and groups (Mowday and

Sutton 1993). Specifically, it has been shown it is important to understand how decision makers

interpret their contexts (Mowday and Sutton 1993; Thomas and McDaniel 1990). The relevant

context can be interpreted as an “opportunity” or a “threat” (Dutton and Jackson 1987; Thomas,

16
Clark and Gioia 1993). As Dutton and Jackson (1987; p. 80) elaborate: “the opportunity

category implies a positive situation in which a gain is likely and over which one has a fair

amount of control; in contrast, the “threat” category implies a negative situation in which a loss

is likely and over which one has relatively little control” (emphasis in the original). Thus, the

elements needed for categorization of the context as an opportunity or threat are the perception

of the situation as positive or negative, the evaluation of the outcome as a gain or loss, and the

perception of control.

In terms of the framework offered in Figure 1, both the environmental and organizational

context could be subject to interpretation as opportunities or threats. As Thomas et al. (1993)

develop from the literature, the specific interpretation of the context matters since it affects not

only the mobilization of action in a particular direction but also the levels of risk taking,

involvement, and commitment. Thus, interpretation of the environmental context or the framing

of the strategic issue would contribute not only to the depth of decision-making but also the

decision choices made. In the case of price setting, interpretation of the context as an

opportunity may enable the involvement of multiple groups from the organization in the price

setting process (Dutton and Jackson 1987); contribute to the development of risk-taking

objectives and price taking strategies, and; may lead to prices that attempt to skim the market.

On the other hand, interpretation of the context as a threat could lead to more conservative and

isolationist approaches to price setting. Therefore, how managers interpret the context must be

made a relevant factor in the study of pricing behaviors in business-to-business contexts.

Cognitive Biases

Recent approaches in the field of behavioral economics and behavioral decision making

suggest that far from expecting rational decision-making within organizations, managers are

17
“fundamentally irrational” and their decisions are influenced by cognitive biases (Ariely 2009).

Simply defined, cognitive biases are subjective opinions or predispositions that may be due to

the systematic use of some simple decision rules, heuristics, or “rules of thumb” (Bazerman

1990; Das and Teng 1999; Kahneman, Slovic and Tversky 1982). The resulting decisions often

deviate from outcomes that are suggested by the application of a rational calculus (Ariely 2009;

Lovallo and Sibony 2010). Thus, in the context of pricing, the consequent impact of individual

factors in price setting could lead to deviations from prices suggested by normative frameworks

(Urbany 2001).

While the study of behavioral biases within marketing is more prevalent for

understanding consumer markets, there is scarce research within marketing of the various

psychological and group decision biases that are held by managers, especially pricing decision

makers. We extract, primarily from the fields of behavioral economics and behavioral finance,

some relevant biases that may affect each stage of the pricing plan comprising of setting

objectives, determining demand, determining costs, analyzing competition, selecting a pricing

method and setting the price. These are summarized in Table 1.

Table 1 about here

Apart from the above studies, the relative neglect of studies of behavioral biases in

business-to-business markets, especially within pricing, may be due to the assumption that

individual factors matter less in a firm’s strategic decisions. However, research within finance

and strategy literatures suggests that managers in organizations that have systematic processes

for collective decision making are also prone to several behavioral biases.

18
 Table 1 organizes the pricing issues along the lines of the systematic pricing plan

suggested by Lancioni (2005b). Several putative behavioral biases that may affect managerial

decisions are then identified from literature along with their implications for pricing. A link is

attempted between specific biases that may be present at each stage of the pricing decision-

making along with a descriptive impact of such biases. Two caveats are in order: one, some of

the biases listed at each stage could affect other stages as well and two, the organization of the

biases and impacts are not based on prior empirical research, which is currently lacking anyway.

However, the putative behavioral biases could serve to make a case for understanding whether

such biases are manifest in pricing decisions as well as the consequent impacts of these biases.

In the context of pricing decisions, such biases play an important role in interpreting the

environmental context and also translating the organizational objectives into pricing behaviors.

Managers may underestimate uncertainty and engage in overconfident decisions, or they may be

satisfied with merely good enough performance outcomes. Table 1 provides the various possible

biases that may impede the translation of organizational priorities, given the environmental

context, into prices setting behaviors that could be considered optimal.

Heuristics

Research in behavioral decision theory has shown that individuals, including managers,

use unconscious routines in decision making (Hammond et al. 2006). These heuristics serve to

reduce or at least, help manage, the complexities in understanding the decision context as well as

reacting to it. These rules are also enshrined in organizational routines and organizational

knowledge and process experience enables managers to learn heuristics (Bingham and

Eisenhardt 2011).

19
 Prior literature has shown that managers rely on simple rules and methods of pricing so

much that they appear to lack knowledge and understanding (Morris and Morris 1990). Also,

simple pricing methods, such as cost-plus pricing, are relied upon more than other more

sophisticated approaches to pricing (Ingenbleek 2007). In the context of behavioral decision

theory, the application of the cost-plus heuristic is a managerial mechanism of coping with the

complexity involved in pricing (Liozu 2012). In a vast majority of cases, it is possible that such

a heuristic enables effective price setting; however, in other cases, the application of

inappropriate heuristic could result in damaging consequences for the firm’s revenues and

overall performance. Thus, knowing which heuristic is appropriate given the environmental and

organizational context may serve to reduce some of the pricing errors. More importantly,

periodic evaluation of the heuristics used and the contexts in which they are used could

contribute to better decision making.

Two brief case examples on pricing of solutions and relationship selling illustrate the

possible operations of managerial factors noted above in current pricing practices. The primary

purpose of these vignettes is to highlight our contention that managerial issues in the price

setting process may detract from effective price setting.

Pricing of Solutions

Over the last several years, major firms such as IBM, HP and others have focused on

marketing integrated customer solutions rather than merely products. Essentially, solutions

involve an almost seamless integration of products and services that are customized to specific

customer needs (Davies, Brady, and Hobday 2006; Sawhney 2006). The high levels of technical

and commercial integration of solutions make these more than merely product or price bundles

(Krishnamurthy et al. 2003; Sawhney 2006). Customized and well-integrated solutions promise

20
to offer great value to customers and greater margins for the firm; however, it has been suggested

that only few firms have been successful in their solutions marketing strategies (Johansson et al.

2003; Krishnamurthy et al. 2003). In fact, one study noted that as many as three-fourths of the

firms that had tried offering solutions failed to achieve their objectives (Krishnamurthy et al.

2003). It was observed that only 20 to 25% of the firms realized price premiums from their

solution offerings (Roegner and Gobbi 2001). Apart from issues in the design, development and

marketing of solutions, one major reason why many solutions marketers failed to recover the

high costs of investments is because customers often did not perceive the premium prices

charged for solutions as justified compared to their own valuation of the offerings (Johansson et

al. 2003; Krishnamurthy et al. 2003; Sharma and Iyer 2011). This was because firms priced their

solutions only after they were developed rather than much before and many simply extended

their existing pricing methods to solutions (Johansson et al. 2003; Roegner and Gobbi 2001).

Thus, rather than focusing on customer value, target prices and appropriate pricing

strategies, firms treated a radically different offering quite the same as far as pricing was

concerned. Given the very different context (solutions as compared to individual products or

even product bundles), managers may have been quite optimistic in viewing solutions as an

opportunity to extract premium prices without considering whether such solutions enhanced

customer value. Thus, the interpretation of the context as an opportunity could have led to

greater risk taking and possibly less in-depth analysis of the situation and the pricing decision.

It could also be possible that managers may be operating under a status quo bias and did

not perceive that integrated solutions were novel offerings that required changes to existing

pricing outlooks and price setting processes and/or the use of new methods to price integrated

solutions (see for example, Samuelson and Zeckhauser 1988). Or, managers may be subject to a

21
familiarity bias and prefer existing heuristics, such as cost-plus pricing, that they are more

familiar with (see for example, Huberman 2001), rather than use new methods to understand and

extract customer perceived value of integrated solutions. Thus, behavioral approaches enable us

to go beyond simply the decision and its consequences and help identify possible causes for

suboptimal prices and eventually, help minimize their impacts.

Relationship Pricing

While relationship marketing approaches have been in vogue in various industries since

the 1980s and in academic literature on business-to-business marketing soon after, few firms

have been successful in developing and implementing profitable customer relationship marketing

strategies (Richards and Jones 2008). The profitability of a relationship marketing approach

hinges on the assumption that loyal customers would pay premium prices. However, this is not

always true and firms often do not take into account the different costs of serving different types

of customers when determining the price (Reinartz and Kumar 2000). While techniques are

available that would help firms better segment their customer base and price accordingly (Rust et

al. 2001), there is scant evidence to suggest that pricing in relationship settings is taken as

seriously as it should be. In fact, evidence from commercial banking suggests that many

commercial banks do not invest in creating relationships with their customers and their pricing

remains “poorly informed and inconsistent” (Helps and Saari 2005). Thus, rather than focusing

on the long-term relationship, firms often take a much narrow view of the market and engage in

pricing over the transaction rather than through the relationship (Nunes and Hanson 2012).

From the behavioral perspective, such a short-term focus on relationships may be the

result of a loss aversion bias (see for example, Tversky and Kahneman 1991). Managers may be

22
operating under the assumption that costly investments upfront in building relationships may

often lead to losses over the long-term, especially when the firm and customers engage in easily

terminable contractual relationships or non-contractual relationships. Thus, a behavioral

perspective may help us understand the reasons why managers view short-term profits (including

profits from transactional customers) as more important compared to longer-term recovery of

investments from relationships (Reinartz and Kumar 2000).

Implications and Extensions to Theory and Research

Descriptive realities of the individual influences on price setting within organizations can

be explained by two alternative perspectives. One, the popular research stream pioneered by

Tversky, Kahneman and others maintains that individuals are subject to biases and these biases

contribute to deviations from behaviors and outcomes that are suggested by normative models of

economic decision making (Tversky and Kahneman 1974; Kahneman, Slovic and Tversky

1982). Thus, this perspective holds that while models of economic rationality may suggest

specific optimal decisions and outcomes, actual decisions are often suboptimal and error-prone

due to biases in human inference (Gigerenzer and Goldstein 1996).

The second perspective that has often developed under the shadow of the biases program

noted above maintains that economic rationality is a myth and optimality is a chimerical

objective. This perspective is more directly influenced by Herbert Simon’s (1955) views of

bounded rationality and maintains that the goals of individuals and systems are those of

satisficing rather than optimizing (Gigerenzer and Goldstein 1996). Thus, the appropriate goal is

to seek out the option, alternative or object that meets the organism’s aspirational level rather

than engage in a complex and unachievable search for optimality that is doomed at the outset,

23
given limits on human cognition and computational abilities (Gigerenzer and Goldstein 1996;

Simon 1955).

While we are not in a position to engage in or even add to the debate between the two

perspectives (see, for example, Kahneman and Tversky 1996; Gigerenzer 1996), suffice it to say

that both perspectives point to limits in individual decision-making that may lead to suboptimal

decisions. In the case of prices, whether approached from the perspectives of biases or from the

objectives of satisficing, suboptimal prices are a reality and could detract from supra-

organizational objectives, including long-term profits.

Behavioral research on pricing is now the dominant framework for analyzing pricing

within consumer marketing. For over the last four decades, consumer perceptions of price and

their reactions to prices and price changes have been the subject of much academic research on

pricing. However, similar behavioral theories and frameworks are largely absent within

business-to-business research. Part of the reason could be the conceptualization of business-to-

business pricing as a rational organizational decision that is impervious to individual tastes and

preferences. Therefore, it is possible that academic researchers view business-to-business

pricing decisions as rational, with any pricing errors attributed not to psychological factors but to

lapses in strategy.

The application of behavioral thinking to price setting by firms has the potential to

enhance our understanding in several different ways. First, by challenging the assumption that

prices are rationally set, it opens the door to pricing that works rather than prices that are

optimal. This may bring theory and practice closer to appropriate pricing in different contexts

rather than relying on general assumptions of rationality and optimality. Second, opening the

door to considering behavioral biases as a contributor to suboptimal pricing leads to an

24
examination of putative causes rather than offering normative frameworks that may be

inappropriately applied in practice. Thus, there may be an explicit re-examination of current

theory rather than merely critiquing practice for failure to follow theory. Third, the study of

behavioral biases helps understand reality as it is rather than whether a theory applies to reality.

This key focus on ontology enables descriptive theories that would complement deductive logic

to help us better grasp realities.

Using insights from other disciplines, primarily behavioral economics, a behavioral

approach to strategy brings the field of strategy closer to reality by taking into explicit account

“realistic assumptions about human cognition, emotion, and social interaction” (Powell et al.

2011; p. 1369). Behavioral approaches do not reject rationality; instead, they reject the

rationality in humans as an unchallenged assumption and optimality as the desired and

achievable objective. Cognizant of the bounded-ness of human rationality as well as the variety

of biases in decision making, behavioral approaches view rationality as a process, not as

something that is given or as an outcome (Simon 1955; Levinthal 2011; March 1994). In the

behavioral world, only presumed rational choices are made, satisficing is more relevant than

optimizing, and analysis and actions reveal the boundary conditions of decision making and

choices (Simon 1955; Levinthal 2011; March 1994).

Within business-to-business marketing, the focus on normative models of increasing

sophistication tends to move us away from a more accurate picture of the real world. While

deductive logic may be a useful starting place, descriptive and empirical realities tell us how it is

really out there. Such revisions to our conceptions of reality would help us develop theories not

only for a better understanding of the business-to-business world, but also for providing practical

25
guidelines for managerial action. We offer some approaches to research and theory in the

section below.

Implications for Theory Building

While behavioral issues and biases have been a focus of inquiry within marketing for

some time now, there has been less emphasis on the exploration of these themes within the area

of business-to-business marketing in general, and managerial pricing strategies, in particular.

We have made only a preliminary and exploratory contribution to the study of behavioral biases

in price setting, including the types of biases that may detract from optimum prices in business-

to-business marketing. As noted by Powell et al. (2011), the key concern in behavioral strategy

is not good research but “a lack of conceptual unity” (p. 1371). While some prior research has

pointed to suboptimal pricing behaviors (notably, Kopalle, Mela and Marsh 1999; Little and

Shapiro 1980, and; Urbany 2001), we have explored the idea that behavioral biases could result

in suboptimal managerial price setting behaviors. In other words, we have introduced the

possibility that suboptimal price setting by managers may be due to various inherent biases and

predispositions held by them. Behavioral approaches to understanding suboptimal pricing goes

beyond merely identifying the incidence or prevalence of suboptimal pricing; instead, by

explicitly considering the possibility that managerial decisions may be biased, the door is opened

for an examination of what was wrong with decisions and how decision making may be

improved. By questioning managerial assumptions and engaging in behavioral experimentation,

as suggested by Ariely (2009), firms can begin to understand irrationality and engage in

decisions that could confront biases and reduce their impacts (Lovallo and Sibony 2010).

26
 The framework we have offered sheds some light on the various sources of behavioral

biases that could impact price setting. However, as all frameworks go, there is a need to ground

conceptual insights into empirical realities. This is especially true in the context of behavioral

issues and cognitive psychology, wherein Gigerenzer (1991) notes that scientific tools could

contribute to the development of new theoretical concepts and metaphors.

The recognition that human cognition and processing capabilities are limited and that

human decision-making is subject to various biases is the first step in a behavioral approach to

understanding pricing in business-to-business markets. While normative approaches may offer

appropriate tools and techniques, the key issue may not be whether they work, but why they are

not used more often. Moreover, the decision-making context may be more complex as compared

to the simplistic assumptions in extant models of pricing. More importantly, the study of

deviations from rationality offer a better perspective on the world we live in rather than the

optimal worlds we should strive to live in. Therefore, understanding behavioral biases and

confronting them head-on may be the best way to minimize the incidence of suboptimal pricing.

However, since this research stream is still in its infancy, future research focus could be on

identifying the various behavioral biases and unravelling their impacts, as noted below.

An Agenda for Future Research

Some research on organizational buying, however, has been quite prescient in its

acknowledgment of various behavioral and individual factors that affect otherwise “rational”

buying decisions (Montgomery1975; Wilson 1984; Woodside and Wilson 2000). For example,

Montgomery (1975) found that a vast majority of new items accepted by supermarket buyers

were dropped within 12 months, suggesting a rather high frequency of mistakes in buying

27
decisions. An analysis of buying decisions in the utility industry by Wilson (1984) revealed that

prices were revised only annually unless adjustments were requested by vendors. Woodside and

Wilson (2000) found that in marketer-buyer relationships in business-to-business contexts, both

parties framed “problems and people using a limited number of issues and categories” (p.365).

This suggests that instead of exploring all possible alternatives, contingencies and outcomes as

suggested by rational economic models, managers relied more on implicit and limited decision

framing processes.

Given the lack of research on behavioral issues in business-to-business pricing, leave

alone the research on biases in such pricing, much work needs to be done to obtain a state-of-the-

art knowledge of extant realities. Within the area of pricing research, Urbany (2001) was

prescient in his call for research that would enable greater understanding of errors in pricing,

their contributory causes, and consequent impacts. In an attempt to understand how cognitive

biases may affect price setting, we have only made a beginning in identifying possible biases that

could impact price setting processes in the business-to-business marketing contexts. We hope

that this beginning may be an appropriate start for attempts to answer other relevant questions

empirically to further our knowledge on the specific types of cognitive biases and how they

impact the pricing decision in organizations. Some these directions for future research are

briefly elaborated below.

1. What manifest forms of behavioral biases impact pricing decisions? Currently, except for

a few frameworks, we do not have adequate knowledge of what types of biases may be

present in business-to-business marketing pricing decisions as well as how these may

contribute to suboptimal pricing and other systematic errors. We need more cross-industry

research to identify the phenomena and understand the potential manifestations of various

28
 behavioral biases. Moreover, it may be possible that different forms of behavioral biases

may be manifest in different industries or in the same industry across different country

contexts. An important research question may be: What are the most relevant biases

operational in pricing decisions within specific organizations, industries, or cultural

contexts?

2. How and to what extent do behavioral biases impact pricing decisions? While some forms

of biases may not be much cause for concern, severe deviations from rationality and

optimality need to be understood. We need empirical research on the extent to which

various behavioral biases may contribute to suboptimal decisions. Here as well, the impacts

of biases in some industries may be more severe than others. For example, given the high

costs of drug development, the impacts of biases may be more severe in the pharmaceutical

industry as compared to other industries. Research specific to industries may be needed,

even if such industry research is considered by some as less academic. An important

research question may be: What are the consequent impacts of various biases, given the

premise that irrationality is simply human nature and that some forms of biases may have a

more deleterious impact than others that are merely benign?

3. How do managers rationalize their pricing decisions? Given the possibility of behavioral

biases, do managers recognize their own failures? If not, how do managers rationalize their

pricing decisions, especially given the fact that pricing decisions in business-to-business

contexts may need organizational approval and review? Research is needed not only on

managerial cognitive frameworks but also on their explanations for the various pricing

decisions taken. Such research may also uncover broader group and organizational

influences on suboptimal pricing, beyond the control of individual managers. Thus, while

29
 biases may be hidden from view, the decision and its consequent impacts can be observed.

For example, Lovallo and Sibony (2010) suggest that confident managers are more likely to

have their plans approved as compared to those who identify all the various risks and

eventualities inherent in the decision. When confidently proposed plans fail, managerial

assumptions need to be re-examined. Thus, apart from identifying managerial biases as

contributing to specific decisions, an important research question may be: How are bad

decisions rationalized?

4. How do behavioral biases in pricing play out in different cultures? While research on

international pricing has focused on offering normative models for use by export and other

international managers, we know less about the price setting process in different cultural

contexts. For example, is price setting in traditional cultures the sole prerogative of the

senior executive? An important research question may be: Does price setting in different

cultures impacted by various other behavioral biases? We need research on identifying the

cultural incidence of various biases and their impacts to fully understand the cultural context

of pricing.

5. What strategies should be adopted to minimize biases and their impacts? While much of

the research on behavioral strategy has been descriptive while business-to-business pricing

is more normative, we need to understand what managers and organizations could do to

minimize the various potential behavioral biases and their impacts. An important research

question may be: What is the effectiveness of various techniques for reducing biases

including intra-company coordination, reliance on internal experts, use of outside experts

and consultants, and pre-implementation review, among others?

30
6. What is the nature of exchange when both managers and their customers are subject to

behavioral biases? While extant research on behavioral biases is one-sided, that is, focused

on understanding either only individuals, groups or consumers, business-to-business

marketing is dyadic. If current research on behavioral issues and biases in pricing from

consumer markets could be extended to business customers, then such customers would be

prone to biases in their purchasing decisions. However, if managers are also subject to

biases, the very nature of the exchange relationship may be drastically different. An

important research question may be: How do two biased parties to an exchange view, set

and accept prices? Such a research stream could also gain from the vast amount of research

done in the area of business negotiations.

Methodological Approaches for Future Research

There are several inductive approaches already known to marketing and industrial

marketing scholars that have the potential to bridge the gap between the behavioral biases we

have explored and empirical realities in price setting. In a seminal contribution, Howard and

Morgenroth (1968) use a novel approach to study executive decision making, especially with

respect to price setting. Given the problems in studying executive decision rules either before or

after the fact, they used multiple approaches to gain an in-depth and more accurate understanding

of how executives actually take decisions and if such decisions deviated from the optimum. A

complex multi-source multi-method research design was used, including interviews, observation

of the processes, records of past decisions and various supporting data along with further reviews

with responding executives (Howard and Morgenroth 1968). Thus, better insights into actual

decision-making can be obtained.

31
 Similarly, research in the field of organizational buying has used methods such as the

analysis of verbal protocols in understanding the processes and realities of decision making

(Crow, Olshavsky and Summers 1980; Woodside and Wilson 2000). Woodside and Wilson

(2000) find it most appropriate to use verbal protocols or the “think aloud method” (van

Someren, Barnard and Sandberg 1994) to understand contingency models relied upon by

executives in decision making. Using a novel research method that combines the use of thick

descriptions – an approach pioneered in anthropology, most notably by Geertz (1973) – along

with creative uses of think aloud method and interviews, Woodside and Wilson (2000)

demonstrate that even complex aspects of decision making can be mapped by tapping into the

thoughts and behaviors of decision makers in real-life situations.

Other more direct approaches to counter biases include behavioral experimentation, as

suggested by Ariely (2009) and leadership commitment and cultural change, as suggested by

Lovallo and Sibony (2010). Ariely (2009) contends that firms and managers must question their

assumptions and engage qualified experts who would help the firm in behavioral

experimentation and small trials. Similarly, Lovallo and Sibony (2010) suggest that biases

should be recognized and discussed within the organization and confronted directly with

debiasing practices and tools.

What we have offered here are the first steps – the contention that suboptimal pricing

may be the result of various behavioral biases and an identification of the relevant biases

affecting price setting. However, understanding decision making in its actual context offers the

best potential for uncovering the implicit decision rules and the biases in decision making.

32
Challenges of Behavioral Research

Answers to the above research questions would greatly enhance our understanding of the

complexities involved when behavioral biases affect pricing decisions. However, such research

may not be easy to undertake. For one, the types of controlled experiments that are in use in the

areas of behavioral economics and marketing may not be possible among busy executives in

business-to-business contexts. Secondly, given organizational and career pressures, managers

may be less forthcoming about their choices, especially through methods such as personal

interviews. Third, empirical research on uncovering group level biases may be hard to

undertake.

However, given the increase in executive education programs in business schools, several

practicing managers are now enrolled as students in such programs. These manager-students not

only provide a somewhat homogeneous sample but may also be more willing to participate in

academic research. With suitable sample selection criteria, methods that are used in other

disciplines to study behavioral biases can also be applied to understand biases in business-to-

business pricing. Thus, despite challenges, the field is rife with opportunities for future research.

Implications for Managers

The idea that managerial decisions may be subject to various biases that yield suboptimal

outcomes may be quite distressing for managers keen on taking the best decisions and obtaining

the best results. Also, given bounded rationality and satisficing, optimality may be an illusory

objective. However, despite such pessimism, recent research actually suggests that a variety of

approaches and heuristics actually followed by decision makers results in decisions that either

overcome some of the limitations of the various biases or contribute to decisions that are

33
sometimes even better than those suggested by models of optimality. For example, we can use

research by the medical profession that seeks to reduce biases in decision-making by doctors as a

starting point.

Examining a variety of research conducted in the context of business, health care and

legal organizations and institutions, Gigerenzer and Gaissmaier (2011) conclude that heuristic

decisions, rather than always contributing to errors, are sometimes quite valuable and more

accurate in decision making. Heuristics are prompted by effort reduction considerations and

enable making decisions rapidly with minimal information, and sometimes more accurately, as

compared to complex models (Gigerenzer and Gaissmaier 2011). Thus, simple and/or intuitive

heuristics that are adaptive often reduce errors in decision making.

In the last column of Table 1, we offer various insights from prior research on how the

biases noted at each stage of price setting may be reduced. An important insight is the role of

adaptive learning – that is feedback that is obtained from prior decisions – in reducing biases and

errors in the future (Al-Najjar, Baliga and Besanko 2008; Senge 1994). Thus, it is possible that

experts are those individuals in organizations who learn through experience and thus, refine their

decision making abilities to the extent that the outcomes of their decision making rivals complex

models. Given limits on attention and memory, experts reason analytically and intuitively and

gain constantly from experience (Prietula and Simon 1989).

Conclusion

Suboptimal pricing by decision-makers could be attributed to a variety of factors. For

one, pricing involves inputs from multiple divisions within the firm, such as finance and

accounting, among others, and stakeholders within and outside the firm, including

34
intermediaries. Moreover, pricing involves considerations of a variety of complex factors within

the firm, including appropriate costing and cost allocations, marginal profits, etc., as well as

outside the firm, including customer demand and competition. The complexity of the pricing

process itself may contribute to suboptimal price setting in business-to-business markets.

Second, accuracy in pricing may call for information beyond what is available or can be

obtained by the decision-maker. Normative models of pricing may require detailed information

of demand and supply as well as future projections of costs and demand. The absence of

complete and accurate information may also contribute to prices that are recognized as

suboptimal only at a future date and after detailed examination.

Third, pricing is a decision that needs to be continuously examined and frequently

adjusted. This calls for detailed information on the environment as well as information on the

impacts of prices on the firm’s marginal profits. The inability to respond to such internal and

external considerations fairly quickly may also contribute to pricing errors that affect the

organization’s objectives and performance adversely.

While impacts of various pricing errors emerging due to organizational factors could be

minimized by appropriate organizational structures and emphasis on information gathering and

information use, we have focused on the behavioral issues that may be more difficult to address.

The study of business-to-business pricing is ready for a change from its extant focus on

normative models and frameworks to descriptive research on how managers actually set prices.

In this context, the various behavioral biases identified in other disciplines could provide

explanations for suboptimal pricing as well as deviations from rational price-setting. In this

paper, we have merely scratched the surface of a rich, growing and rewarding field of inquiry

and are hopeful that future research would greatly enhance our understanding of pricing practices

35
in business-to-business marketing. Such an understanding would serve to greatly reduce the

wide chasm between academic theory and managerial practice.

36
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 Figure 1
A Conceptual Framework for Understanding the Interpretation of Context on Pricing Strategy

Environmental Context

Environmental Dynamism Price Setting

Market Structure Heterogeneity
Competitive Rivalry Pricing Objectives
Environmental Analysis
Pricing Methodology
Initial Price and Deviations
Organizational Context

Internal Governance Systems

Autonomy and Control
Pricing Capability
Individual Manager Factors

Issue Interpretation
Cognitive Biases
Heuristics

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 Table 1: Putative Behavioral Biases and Implications for Pricing

Pricing Stage Putative Behavioral Biases Implications for Pricing Sample Research on Reducing bias
in Pricing
Selecting the Loss Aversion: Managers may choose less Inappropriate pricing setting Perspective Taking. Taking the
Pricing Objective risky objectives to avoid losses (Tversky & (considered safe) may be chosen in perspective of others or thinking of
Kahneman 1991; van Dijk & van Knipenberg pricing. For example, instead of a decisions as making them for others
1996) product leadership strategy for quality reduces biases (c.f., Andersson, Holm,
Good Enough Returns: Managers may satisfy products, managers may undervalue Tyran & Wengström (2013).
on their objective rather than optimize quality and choose a safer objective Adaptive Learning – learn through
(Kahneman & Tversky 1979). (Tellis & Johnson 2007). Managers feedback on previous decisions (Al-
Endowment Effect: What is owned is may be more focused on current Najjar, Baliga & Besanko, 2008).
preferred to what can be obtained (Thaler markets rather than pursue strategies of
1980) gaining customers from competitors
through pricing.
Estimating and Overconfidence: Managers may believe Managers may incorrectly estimate Information sharing within the firm,
Determining strongly in their own knowledge and demand for their products. Current outside the firm (suppliers) and the use
Demand information (Barber & Odean 1999; Daniel & consumers and markets may be valued of industry experts reduces demand
Titman 1999; Coval & Shumway 2005) more in order to maintain a positive determination biases (c.f., Ozer &
Correspondence Bias: Errors are made when self-image (Beggan 1992). Zheng, 2012, p5).
inferring dispositions from behaviors of Managers may wrongly infer Adaptive Learning (as above).
customers (Vonk 1999) purchasing managers’ preferences and
Representativeness Bias: Desirable qualities intentions.
are overvalued (De Bondt & Thaler 1985) Managers may assume that good
companies are also good customers.
Estimating and Sunk Costs Fallacy: Past costs and Managers may be focused on the Mindfulness - Mindfulness can be
Determining Costs investments influence future choices (Arkes & recovery of past investments and increased by meditation that reduces
Blumer 1985) include these in costs for pricing. the sunk cost bias (Hafenbrack, Kinias,
Also, the purchase of an input under a & Barsade 2013).
long-term contract may be treated as a
sunk cost rather than something that
can be resold (Al-Najjar et al. 2008)
Competitive Anchoring and Adjustment: Adjustments are Despite adjustments, managers’ Feedback mechanisms on pricing
Analysis of Cost, made from some known information so as to perceptions of competitive actions may decisions reduces biases (Al-Najjar,
Price Tactics, and arrive at values that are acceptable. However, not change much. Therefore, prices Baliga & Besanko, 2008; Ozer &

47
Discounts/Rebates the final values are close to the anchor may change despite new competitive Zheng, 2012). Use of Decision
(Tversky & Kahneman 1974) information. Support Systems reduces biases
(George, Duffy & Ahuja 2000)
Determining a Familiarity Bias: Managers may prefer tools Familiar and currently used cost-plus Improving understanding of managers'
Pricing and techniques that they know more than ones approaches may be used even though information environment and how
Methodology that are more appropriate (Huberman 2001) the situation may call for other uncertainty should be dealt with
methods. (Urbany, 2001). Use probabilities to
make decisions (Fox & Levav 2000).

Setting the Price Status Quo Bias: Doing nothing when faced Managers rely on current approach to Revisit the pricing decision and create
& Deviating from with choices (Samuelson & Zeckhauser 1988) price setting and also do not deviate a new decision tree, highlighting
List Prices from list prices even when the situation customer preferences. Match data with
changes. external customer data.

48