Why pricing is now a strategic priority for CFOs

Uncertainty in trade policy, competitive pressures and supply chain disruptions are leading CFOs (Chief Financial Officers) to rethink how they set prices.

Deloitte’s latest CFO Signals North America survey reveals that 95% of CFOs have adjusted their pricing strategies over the past six months, and 86% expect price to play an even greater role in financial performance over the next year.

Also read: Former Sears boss says CEOs don’t criticize Trump’s tariffs out of ‘cowardice’

“These are impressive numbers,” said Steve Gallucci, U.S. and global leader of Deloitte’s CFO Program. “You can say with conviction that these statements are unequivocally true,” Gallucci said.

The six-month window roughly aligns with the introduction of new reciprocal fees earlier this year — one of several factors prompting CFOs to review pricing strategies.

However, according to research, competitive pressure is the main factor influencing pricing decisions, being cited by 50% of CFOs.

Thirty-four percent cited trade policy uncertainty, and 43% cited supply chain disruptions (in some cases, triggered by trade policy).

The survey found that 44% of CFOs said their companies plan to absorb some or most of the tariff costs, while 48% expect to pass them on to consumers, and another 48% plan to offset them through operational savings.

The results are based on a survey of 200 North American CFOs from companies with revenues exceeding $1 billion.

As companies face higher costs and market volatility, CFOs are playing a more direct role in pricing strategy, Gallucci said.

The change reflects how the role of the chief financial officer continues to evolve, increasingly encompassing aspects of commercial leadership.

Pricing decisions now require input from finance, operations and marketing as companies weigh margin protection versus customer retention, he explained.

When analyzing this week’s quarterly results, I consider the Coca-Cola Company’s Q3 2025 results to illustrate this trend. Net revenues increased 5% year-over-year to $12.5 billion, with organic revenue rising 6%.

A 6% gain in price/mix — driven by four points of price action and two points of favorable mix l — was a key contributor, President and CFO John Murphy said on Tuesday’s earnings call.

While inflationary pressures have largely subsided, the company continues to benefit from disciplined revenue growth management and a balanced product mix, Murphy noted.

In the quarter, Coca-Cola benefited from stronger performance in U.S. premium brands such as Smartwater and Topo Chico, which the company noted are favored by higher-income consumers — an indicator that these segments may be more willing or able to accept higher prices.

Data and strategy

When asked about the main challenges in adjusting prices quickly, more than half of respondents cited a lack of accurate or accessible data and the absence of a cohesive pricing strategy as obstacles.

Acting quickly without solid data can be just as risky as acting too slowly, Gallucci said.

However, 81% of CFOs describe their organizations’ pricing processes as mature or very mature, which could be a sign that many finance teams are investing in better systems, data analysis, and coordination across functions.

For many CFOs, price is more than just a response to fees — it’s a central measure of the health of the business.