Per Sjöfors began his professional journey in Europe, where he ran two companies before moving to the United States in 1994. Once in the U.S., he continued leading several businesses, serving as CEO. It was during these years that pricing became more than just a curiosity. He started experimenting with pricing models, sometimes achieving remarkable results such as a 25 percent increase in revenue within a single quarter. Other experiments fell flat, and some even turned into disasters.
What stood out to him was the lack of practical guidance in existing resources. Business school theories were too academic, while books written by consultants or academics lacked hands-on business experience. None of them explained why certain experiments succeeded and others failed. This gap drove him to develop his own process, one that could make pricing strategies more reliable and consistently successful.
Building a Holistic Approach to Pricing
Over 20 years ago, Sjöfors formalized a process that revealed a powerful truth: everything a company does affects its pricing power. From how it targets customers to the way it markets, sells, and fits its product to market needs, all of these factors shape a company’s ability to command strong pricing.
He argues that companies embracing a holistic approach grow faster and often rise to market leadership. Those who ignore this reality, on the other hand, struggle to fully realize their potential. For Sjöfors, pricing is not an isolated tactic but a reflection of an entire company’s strategy and execution.
Leadership Lessons from 35 Years in Business
Looking back on decades in executive management, Sjöfors highlights one principle above all: “The customer is the King.” He believes every interaction is an opportunity to delight or disappoint, and too many companies lose sight of this while focusing on efficiency and cost control.
He also stresses that buyers often behave in predictable but counterintuitive ways, echoing Peter Drucker’s famous reminder that people do not buy a drill, they buy a hole. For Sjöfors, this insight underscores the need for businesses to deeply understand the real reasons customers make purchases.
As a leader, he also values delegation and trust. Employees at every level, he says, should have the authority to do what is right for customers without waiting for approval from higher management. Opportunities to delight customers vanish quickly if decisions are delayed. The only way to make this work is through clear communication of the company’s mission, proper training, and trust in employees.
A Global Perspective on Pricing
Sjöfors’s worldview is shaped by international experience. In addition to Europe and the U.S., he has built joint ventures in Japan, Korea, and Taiwan. These ventures taught him that customer decision-making differs widely across regions. What he calls the “Decision Landscape” shifts from country to country, and businesses must adapt accordingly.
To succeed internationally, companies need to tailor their products, marketing, sales strategies, and pricing to fit the specific cultural and market realities of each location. A one-size-fits-all approach simply does not work.
The Story Behind “The Price Whisperer”
With a name that can be difficult to pronounce or spell, Sjöfors adopted the moniker “The Price Whisperer.” It quickly became more than a nickname. The title communicates his expertise instantly and has grown into a professional brand that he has even trademarked. To him, the name simplifies introductions while also carrying the weight of his reputation as a global authority on pricing.
Advice for Leaders in Fast-Changing Markets
When asked how leaders can stay resilient and visionary, Sjöfors gives straightforward advice: spend more time with buyers. This includes both customers who buy and, even more importantly, those who do not. Growth potential often lies in understanding the reasons behind lost sales.
For B2B companies, this means going beyond the functional buyer and spending time with influencers and decision makers who shape the outcome. He also recommends working with research firms, but with a caveat: those firms must have real business experience, not just academic or consulting backgrounds.
Per Sjöfors: Insights from The Price Whisperer
In his book The Price Whisperer, Sjöfors dives into the psychology of why people buy. He emphasizes that most companies lack a detailed understanding of customer decision-making and how it affects both willingness to buy and willingness to pay.
The broader lesson is that pricing power comes from a holistic strategy. Every company action—from product design to customer service—shapes how buyers perceive value and ultimately what they are willing to pay.
Innovation and Pricing Trends
Sjöfors also tracks how innovation affects pricing models. Subscriptions have replaced ownership in many industries, from entertainment to software. Consumers now prefer access over ownership in areas like music and movies. However, he cautions against forcing subscription models where they do not fit, noting that such attempts can alienate customers.
Dynamic pricing, another trend, works in industries with perishable assets like airline seats or hotel rooms. But when applied in fast food chains, it created public backlash. Similarly, value pricing only works when companies truly understand how buyers perceive value, not when it is based on guesses or competitor benchmarks.
His conclusion is clear: companies must carefully select pricing strategies that reflect their customers’ needs and perceptions. Guesswork is no substitute for data-driven insight.
Legacy and Final Reflections
When asked about legacy, Sjöfors keeps it simple. He does not dwell much on how he will be remembered. What matters to him is that companies and buyers alike understand that value is at the heart of business. Companies survive only when they provide value to customers, and profitability ensures they can continue delivering that value sustainably.
In his view, the right pricing strategy not only drives profits but also improves customer satisfaction, allowing companies to grow stronger while serving their clients better.
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