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Pricing Strategy at Officenet Staples
內容大綱
In mid-2005, Leo Piccioli took over as Officenet Staples (ON) General Manager knowing full well that his key challenge lay in driving ON to reach Staples' profitability requirements. He was aware that one of the reasons for ON's low profitability rested with the company's sales force. Because ON's original competitive advantage had faded and sales reps were free to set the prices, reps often granted significant discounts to their customers to win the business. Typically, 40 percent of the items in a purchase order were priced below their regular prices. In a highly competitive market and with an increasingly commoditized offering, Piccioli needed to revise the company's pricing policy. Should ON change the pricing delegation practices that were so deeply embedded in its organizational culture? If so, what kind of pricing policy should ON pursue to improve its profitability while keeping its sales reps motivated? With an industry that primarily used price (rather than non-price) competition, what could ON's management do? This case is also available in Portuguese and Spanish