It could be both, and they often affect each other. Being pressured on quotations sometimes stems from unclear cost structures—not knowing your bottom line, so you lack confidence in negotiations. Sometimes it's because your market positioning isn't clear enough; customers can't see what differentiates you from other suppliers, so they only compare prices. Additionally, if quotations rely on individual experience and need to be recalculated each time, rushed timelines often lead to incorrect or underpriced estimates. The case mentioned in the article worked this way: after diagnosis clarified cost structure and market positioning, not only were quotations more substantiated, but new markets were successfully developed. So the usual approach is to proceed simultaneously: organize cost data to back up your numbers, reconsider your market position, and implement a more disciplined quotation process to fundamentally change your pricing pressure situation.