acing trade policy uncertainty, competitive pressures, and supply chain challenges, corporate finance leaders are rethinking how they set and manage prices. According to Deloitte's Q3 North American CFO Signals™survey, 87% of CFOs say pricing will play a greater role in organizational performance over the next year, and nearly all (96%) report revising their pricing strategies within the past six months.

Competition and Trade Policy Redefine Pricing Strategies
CFOs are reportedly responding to rising costs in a number of ways. Nearly half (48%) say their organization will pass some or most import duties increases on to customers, while 44% will likely absorb those costs internally. More than half (54%) say they're turning to non-pricing levers adjusting service levels, for one—to offset costs while minimizing customer impact.

"CFOs are approaching pricing as a strategic lever to navigate uncertainty, which has become the new normal amid evolving trade policy and competitive pressures," said Steve Gallucci, U.S. Leader of Deloitte's CFO Program. "Pricing has become a critical test of organizational agility and customer trust."

Pricing Decision Shifts Amid Competitive Pressure and Supply Chain Disruption
CFOs cite competitive pressure (62%) and supply chain disruption (43%) as the two factors most impacting their pricing decisions, followed by trade policy at 34%. In response, many are diversifying suppliers geographically, with expansion into new regions emerging (43%) as the most common response. Fewer CFOs report increasing reliance on domestic suppliers (36%).

Technology and Strategy Gaps Slow Pricing Agility
When asked about barriers to price responsiveness, CFOs most frequently point to internal obstacles.  More than half cite technology-related challenges—such as the lack of accessible data (55%) and inadequate pricing tools (50%). Fifty-four percent say their organizations lack a cohesive pricing strategy.