关税、定价与权力：碎片化市场中领导者如何保持领先

How leaders stay ahead ina fragmented market Contents The leadership test:Pricing under pressure3 Question 1:Do we know our pricing power?4 Question 2:What pricing playbooks are we using?6 Question 3:How are we managing the relationship betweencost, price, and value in volatile markets?8 Question 4:Are we set up to balance speedwith strategic control?10 Question 5:Are we leveraging AI to stay aheadof tariff volatility?12 Question 6:Are we owning the story – or lettingvolatility tell it for us?14 Pricing:A source of resilience or regret?17 The leadership test:Pricing under pressure Tariffs are once again dominating the global agenda, but their impact extends farbeyond policy headlines and diplomatic soundbites. From the C-suite to pricing desks,they are reshaping how businesses think about competitiveness, value, and margincontrol. Yet while the focus often falls on supply chain responses or trade compliance,a more fundamental commercial reality is emerging: In a tariff-disrupted world,pricing is the decisive variable. This guide is not about trade policy or generic cost cutting. It’s a strategic primer forCEOs and commercial leaders navigating the complexities of the new tariff era – onewhere uncertainty is structural, not cyclical, and where clarity in pricing can define thenext era of growth. For commercial leaders, the question isn’t just “Are we reacting quickly?” but rather“Are we leading strategically?”. We outline seven critical questions that will help youexpose hidden risks, unlock pricing power, and build greater resilience, ensuring yourstrategy is not just reactive, but a driver of commercial advantage. Are you incontrol of your pricingright now? If so, you’re in a select group. Most are reacting, few have clarity – and even fewerare asking the commercial questions that turn pricing from a risk into a lever forgrowth and protection. Tariffs aren’t inflation. They hit selectively, disruptively, and often without warning.That means the instinct to respond quickly with broad price adjustments is tempting –but can be costly. Leadership teams don’t need to micromanage pricing. But you do need to lead theright conversation: Where do we have pricing power? Where are we exposed?How fast can we adapt without losing control? Read on to explore the questions every commercial leader should be asking -not to manage pricing, but to lead through it. Question 1Do we know our pricing power? As a business leader, this is the first and most urgent question you should be askingbecause everything else, from cost responses, to margin recovery, to customercommunication, depends on the answer. Pricing power is not a conceptual tool. It’s a real-world test. When costs shift suddenly,as they do under tariffs, someone has to absorb the shock. Either the company, thecustomer, or the supplier. And pricing power is what determines who. Imagine two companies operating in the same category, both hit with a new tariff on acore input. Company Araises prices immediately, expecting volume to hold. But within weeks,orders fall sharply as price-sensitive segments defect. Panic sets in. Company B, by contrast, doesn’t move right away – not because of indecision, butbecause itknows exactly where it has pricing power.It adjusts selectively: raising pricesin one product category, holding in another, and using promotional mechanics to absorbrisk elsewhere. Six months later, Company A is renegotiating contracts to recover lost volume. CompanyB is reporting stable margins and gaining share. The difference wasn’t the cost structure.It was clarity aboutpricing power. Why this question matters:For CEOs, pricing power is more than a tactical lever – it’sa signal of strategic strength. Knowing where you have pricing power lets you shape themarket, reset benchmarks, and lead with confidence while others react. Tariffs don’t hit everyone the same way. Depending on your supply chain structure,product mix, markets you serve, and competitive positioning, you may be disproportion-ately affected, or unexpectedly advantaged. Some businesses are discovering that theycan pass through costs with little resistance. Others are finding out, often too late, thateven modest price movements result in sharp volume declines. And many don’t knowwhere they stand because they’ve never had to test it. In a tariff environment, knowing your pricing power is not optional. It’s the foundation forevery pricing decision that follows. What pricing power really means:There’s a tendency to define pricing power asthe ability to raise prices without losing volume. That definition is now incomplete,and dangerous in its simplicity. In today’s market, pricing power is the ability to adapt with precision: ƒTo adjust pricing differentially across regions, segments, and product linesƒTo do so with confidence, backed by data on customer sensitivityƒAnd to act at speed, without waiting for perfect cost clarity Pricing power is not a blanket permission