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The Price Advantage - Biography - Michael Marn

Michael Marn

Mike Marn is a partner in the Cleveland office of McKinsey & Company. He joined McKinsey in 1977, and has developed some of the most widely used analytic approaches for identifying and capturing opportunities in pricing. Mike focuses on assisting clients in the pricing area as well as conducting research and development in pricing. He has broad experience in helping businesses in a wide range of industries upgrade their pricing capabilities. The industries he has worked in include automotive, chemicals, industrial (e.g., hydraulic pumps, electrical controls, building products), and computers.

Mike is a 1974 Phi Beta Kappa graduate of Hiram College with a degree in Mathematics. He received an M.S. in Operations Research from Case Western Reserve University in 1976. Mike is on the board of advisors of the Pricing Institute, and he chaired the annual U.S. pricing conferences in 1992, 1993, and 1996. He was presented with the Pricing Institute's "Pricer of the Year Award" for 2000. He also serves as vice-chairman of the board of the American Red Cross and as a trustee of Business Volunteers Unlimited and the Western Reserve Historical Society.

Mike has written a variety of articles on pricing that have appeared in The Wall Street Journal, The New York Times, Harvard Business Review, Boardroom Reports, and Sales & Marketing Management. He has been quoted on issues of price management in Business Week, Fortune, Investors' Business Daily,  the Financial Times, and USA Today, and he has been a guest lecturer at Harvard Business School.

Selected Articles by Michael Marn
The Power of Pricing
McKinsey Quarterly, 2003 Number 1
Transaction pricing is the key to surviving the current downturn - and to flourishing when conditions improve.
Read more on the McKinsey Quarterly site
Pricing in a Downturn
McKinsey on Marketing, January 2002
Downward pressures on pricing can be acute during periods of economic contraction. Such times, however, create unique conditions for tailoring pricing strategies.
Launch this article (PDF - 737 KB)
Setting Value, not Price
McKinsey Quarterly, 1997 Number 1
The first task is to map benefits versus price-as the customer sees them. Bear in mind that equal value doesn't mean equal market share. The key decision: do you stay on the line of value equivalence, or get off?
Read more on the McKinsey Quarterly site
Price Wars
McKinsey Quarterly, 1993 Number 3
No-nonsense advice on how to avoid the death spiral of permanently lost profit, declining value, and heightened price sensitivity.
Read more on the McKinsey Quarterly site
The Price Advantage
Index
Summary
Author Interview
Michael Marn
Eric Roegner
Craig Zawada
Chapter 14

Launch chapter 14 (PDF - 224 KB). (This material is used by permission of John Wiley & Sons, Inc.)

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