CFOs Elevate Pricing Strategy as Economic Pressures Mount, Deloitte Survey Reveals

Pricing Strategy Takes Center Stage

Chief financial officers across North America are reportedly making pricing strategy a top priority as they navigate an increasingly complex economic landscape, according to Deloitte’s latest CFO Signals survey. Sources indicate that 95% of finance chiefs have adjusted their pricing strategies within the past six months, with 86% expecting pricing to play an even greater role in financial performance over the coming year.

Pricing Strategy Takes Center Stage
Drivers of Pricing Strategy Shifts
CFO Role Evolution and Cross-Functional Collaboration
Implementation Challenges and Maturity
Broader Business Implications

Steve Gallucci, global and U.S. leader of Deloitte’s CFO Program, described these findings as “striking numbers” that demonstrate pricing’s elevated importance. “You can say with conviction that those statements are unequivocally true,” Gallucci stated, emphasizing the significance of the trend., according to related news

Drivers of Pricing Strategy Shifts

The survey of 200 North American CFOs from companies with revenues exceeding $1 billion reveals that multiple factors are driving this strategic reassessment. According to the report, competitive pressure ranks as the primary influence on pricing decisions, cited by 50% of respondents. Trade policy uncertainty follows at 34%, while supply chain disruptions affect 43% of companies, with analysts suggesting some disruptions are triggered by trade policy changes.

The six-month timeframe for pricing adjustments roughly aligns with the introduction of new reciprocal tariffs earlier this year, though the research indicates companies are taking varied approaches to cost management. The survey found that 44% of CFOs plan to absorb some or most tariff costs, while 48% expect to pass them on to consumers, and another 48% plan to offset costs through operational savings.

CFO Role Evolution and Cross-Functional Collaboration

As companies navigate higher costs and market volatility, CFOs are reportedly playing a more direct role in pricing strategy than ever before. Gallucci noted that this shift reflects how the finance chief’s role continues to evolve, increasingly encompassing aspects of commercial leadership. Pricing decisions now demand input from finance, operations, and marketing alike as companies weigh margin protection against customer retention, according to his analysis.

Coca-Cola Company‘s third-quarter 2025 results illustrate this trend in action, sources indicate. Net revenues reportedly rose 5% year over year to $12.5 billion, with organic revenue up 6%. President and CFO John Murphy stated on Tuesday’s earnings call that a 6% price/mix gain—driven by four points of pricing actions and two points of favorable mix—was a key contributor. Although inflationary pressures have largely eased, the company continues to benefit from disciplined revenue growth management and a balanced product mix, Murphy noted.

Implementation Challenges and Maturity

Despite widespread recognition of pricing’s importance, Deloitte’s survey highlights significant implementation challenges. About 55% of respondents cited a lack of accurate or accessible data as a barrier to adjusting prices quickly, while 54% pointed to the absence of a cohesive pricing strategy. Additionally, half said they lack adequate pricing tools or technology.

Gallucci cautioned that “moving fast without solid data can be just as risky as moving too slowly,” emphasizing the need for balanced approaches. Nevertheless, 81% of CFOs describe their organizations’ pricing processes as mature or very mature, which analysts suggest could indicate that many finance teams are investing in better systems, data analytics, and cross-functional coordination.

Broader Business Implications

For many finance chiefs, pricing is reportedly about more than responding to tariffs—it’s increasingly viewed as a core measure of business health. The strategic shift comes as companies across sectors face persistent economic uncertainties and evolving consumer behaviors.

As Thasunda Brown Duckett, president and CEO of TIAA, writes in a Fortune opinion piece, “Your biggest risk isn’t market volatility—it’s how you respond to it. Rather than be reactive and try to time the market, it’s important to stay the course.” This perspective appears to align with the deliberate, strategic approach to pricing that CFOs are adopting amid ongoing economic challenges.