10 min read
Iván Arroyo | Jul 30, 2026
Lowering the price because a competitor did so often feels like a quick, prudent, and even inevitable decision.
In the first part of this article we came to a conclusion that, although it seems obvious, continues to be ignored by many organizations: the biggest...
Your pricing strategy has already failed if all your products are treated the same
Isolated automation rarely solves structural problems
Discussions about prices typically arise in moments of pressure.
There is a pattern that repeats itself with striking frequency in organizations of different sizes, industries and levels of analytical maturity.
In quite a few organizations, pricing continues to be treated as an operational consequence rather than a strategic decision.
There is something that is repeated with an almost uncomfortable precision in organizations.
When the problem is not the price, but the model that sustains it.
There's something deeply ironic about the way many organizations approach automation.
