“A chief executive, he says, can bring a perspective to pricing that a divisional manager cannot: ‘The manager has just one business. His equation tells him that if he prices a little too low, it’s not that serious. But if he prices too high, he sees himself screwing up the only thing in his life. And no one knows what raising prices will do. For the manager, i’s all Russian roulette. For the chief executive, with more than one thing in his life, it really isn’t. So I would argue that someone with wide experience and distance from the scene should set prices in certain cases.’” A passage from Tap Dancing to Work by Carol J. Loomis