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Is Your Pricing in Line with Your Delivered Value?


Does your offering hit the value target? Are your customers getting all they need at a price that results in solid value? These are questions that businesses ask our pricing consultants every day.

Value is all about the balance between the price of your offering and the benefits it delivers to customers. Perceived value is key. When an imbalance exists between delivered benefits and price, you have three options for re-establishing balance: (1) Lower the price to bring balance back in line, (2) Increase the benefits to be in line with the price, or (3) Adjust price and benefits together to achieve a value balance.

How do you know if you have a value imbalance? Our pricing consultants find that the most common way is to talk with your customers about value. Customers actually like to talk about their needs and what they value, so these are easy discussions to initiate. Most often, these discussions are conducted within the framework of market or pricing research. This type of research is different from customer satisfaction as it focuses on the potential gap between benefits offered and price.

Here are three key efforts that should be included in value-based research:

  • Gauge Perceptions - Perceptions are more important than reality. Never mind your offering’s actual price; ask customers how the offering impacts their business. What financial gain do customers realize from your offering? How does it help them increase revenues, reduce costs or reduce risk? These are the pillars of business value: At least one should be delivered in every offering.


  • Understand the NBA - And we don’t mean basketball. What is the Next Best Alternative to your offering? If the customer stopped using your offering, what would they use in its place? How does the alternative compare in benefits and value to your offering? Ask your customers: They will almost always be up front and honest about alternatives. Then you will know exactly how your value compares.


  • Talk Price - You can talk about price without talking about price. The word “value” is a great surrogate for price. Ask customers to rate the value of your offering on a numerical scale. If the rating is low, it is a strong indication that an imbalance between benefits and price exists. If the rating is very high, you may be leaving money on the table. Either way you will know the action you can take to remedy the situation. Remember that you can adjust benefits or price to bring value in line.

Having value discussions is critical in new product launches as well as in realigning existing offerings. Often, we find that opportunities for product versioning surfaces when we learn that different segments of users have different needs and value products differently.

Go ahead: Talk with your customers about value. They will thank you for it.

Why ‘Bigger is Better’ Pricing Isn’t Better


Have you seen the commercials on TV where a group of young children are interviewed by a man about what is better? In one version the kids are asked if they would rather play basketball in a big fancy stadium or a small driveway. Naturally, the kids say they would rather play in the stadium because bigger is better.

Often times in business the thinking is the same. Bigger is better. But should this really apply to our approach on how we design our product offerings and how we price those offerings? Consider the situation where a distributor of healthcare products offers a bundle of services to help their customers market their products. The bundle contains 10 different components that are all designed to assist the customer move more product through their location. The problem for the distributor is that this bundle of services is selling slowly and the distributor believes that the bundle is lacking value.

To remedy the situation, the distributor adds more components to the offering in an attempt to boost the value. Now we have a bigger and better offering that would certainly entice customers to buy. Right? Not necessarily.

In this real world situation the distributor added more benefits to the offering but failed to understand the differences among its customers. Not all customers are created equal. That is, different customers have different needs and require different solutions. Of course, we are talking about segmenting the marketplace but also segmenting our pricing by differentiating our product offerings.

The answer for this distributor was not to add more components to a single bundled package but to divide the package into separate offerings or versions. Different versions  are designed to appeal to different market segments and allow us the opportunity to set different prices. Prices that are targeted for different segments and will allow us to sell more and capture more margin. It also allows us to compete more effectively when the competitor offers a single solution.

All too often we see businesses trying to compete in a complex market with a single offering that tends to getter bigger over time as they try to be all things to all customers. This usually drives the price down to the lowest level in order to appeal to all segments and leaves money on the table. Or, if higher prices are set, sales are lost to the lower end of the market. We see automakers remedy this situation with a wide range of offerings across a range of price points each designed to appeal to a market segment at a price point.

Bigger may be better when selecting a venue to play basketball but smaller may be better when designing product offerings and price points. Are you trying to do too much with your single offering?

5 Signs That Your Pricing Needs Help


Managing prices in an organization can be complicated. If you have a large number of SKUs, a lot of customers and a variety of markets or channels, things can get dicey pretty quickly. Take, for example, even a small distributor with 10,000 SKUs, 500 customers and three markets: The number of price permeations could reach as high as 15 million if you consider all of the possible combinations of SKUs, customers and markets.

While it is not likely that different prices would be set for every possible combination, the challenge of setting an optimal price for each transaction remains. The advent of pricing technology and science helps to manage complex price environments. However, several other factors should be considered when evaluating the effectiveness of your pricing management program. The five signs below are a starting point to consider when assessing your pricing management effectiveness.

·          Leadership – Is anyone in your organization paying attention to pricing and profitability? We don’t mean the administrative tasks that occur every day. What’s needed is someone to keep a focus on pricing and project a constant light on pricing challenges and opportunities. We know a CEO of a $400 million company who reviews price quotes on a daily basis as a way to keep the organization focused on price performance. Someone at your company should be leading pricing discussions and oversight.

·          Education – Have your financial, marketing, sales management and executive team members attended any training or read any books on strategic pricing? Educational materials and programs are becoming more plentiful and accessible as strategic pricing management is being adopted at an increasing rate. Have your management team members attend a pricing training program or read a book to begin discussions on how to move forward. In terms of books, we like “The Price Advantage” by Marn, Roegner and Zawada. If you are considering training programs, PricePoint Partners offers a variety of options. [link to web page]

·          Sales Team – Does your sales team have the authority to discount, change or set prices? If so, you are likely leaking a significant amount of profit margin through your pricing. Without adequate price guidance, sales teams will use discounting as a quick way to close sales. We know of one manufacturer who allowed sales reps to discount up to 10%. Management later discovered that the entire business was being sold at 90% of list price.

·          Monitoring – Are you monitoring price performance on a regular basis? Without price metrics, you won’t know when your pricing is headed for trouble. Set up some basic metrics and monitor them on a regular basis. For starters, identify your key products and track the average selling price. You can even set up metrics by region or sales rep. You may be surprised to learn that your highest-volume reps may be at the lowest margin.

·          Cost Plus – Are you using a cost-plus pricing approach? Cost-plus is great to insure specific margins, but it doesn’t take into account the market or customer price sensitivity.  The result will be lost sales where your price is too high or money left on the table when a cost-plus calculated price is too low. Instead, moving toward a value-based pricing strategy or applying pricing science to determine price sensitivity will help you arrive at optimized prices that will close more business more profitably.

Pricing should be managed with the same vigor as finance, marketing, sales or any other business function. After all, pricing has more potential impact on profitability than any other profit driver. Improved pricing management is worth an investment of time and resources. Start your journey to price improvement by addressing one of the five signs listed above, and you will be on your way to higher margins and a stronger competitive position.

4 Steps to Avoiding a Price War


Price wars come in different shapes and sizes. Some are very acute with a focus on one product or service while others are across-the-board attacks on a broad range of products. Some may be concentrated into a narrow period of time while others may be protracted over several years. Regardless of the specific characteristics of a price war, it is almost always started by accident – often because someone misread competitive actions or misjudged market conditions.

Because pricing has such powerful leverage on profit margins, price wars can be extremely destructive to a firm’s financial performance. Consider the company with an EBIT of 8%. An erosion of just 2% in price realization will drop earnings by 25%. Price wars can be equally destructive to the profitability of an entire industry when all participants respond with price reductions.

Our pricing consultants find that the best defensive strategy to a price war is to avoid entering or initiating it altogether. Here are four steps to preventing or avoiding a price war:

·          Avoid tactics that force competitors to respond with a lower price. Understand and communicate your differentiation in benefits and minimize the focus on price. It’s easy to sell on price, but this is a shortsighted strategy that generally does not yield long-term benefits to you or your industry. Keep your messaging focused on real economic benefits – in other words, the value your product or service delivers. Be sure your sales team is well trained on selling economic value, too.

·          Understand your competitive value position. Have a clear and objective understanding of how your offering compares to the competitive offering in terms of delivered value. Are you using a higher-value product to compete with a competitor’s lower-value product? Do you feel pressure to drop the price of this product in order to compete? Don’t try to force one product to compete in all situations. Often, the best strategy is to create another product version with reduced benefits to compete at a lower price level.

·          Avoid misreads of competitive and market developments. Each competitor often believes that the other company started the price war. Avoid knee-jerk reactions in response to a competitor’s lower price, instead taking the time to understand the reason(s) behind it. Is this an isolated incident, or is there a longer-term pattern? Oftentimes, a company reacts due to anecdotal or isolated field information when, in fact, the best response would be no price cut at all.

·          Leverage market niches. Identify product, market or channel niches that may be too narrow or specialized for competitors but where you have the capability to excel. You will in essence be removing yourself from the fray, which will give you the opportunity to price your offerings as you deem appropriate.

Engaging in price wars can be detrimental to all parties involved. The more we talk about price, the more the customer focuses on price and the harder it is to communicate real economic benefits. Instead, emphasize value. Be thoughtful and deliberate in your messaging and your pricing. This value-based approach will drive profitability not only within your own organization but throughout your entire industry. 

Contact our pricing consultants for more information about pricing strategies and price wars.

Finding Your Pricing Power


Warren Buffett has stated: “The single most important decision in evaluating a business is pricing power. If you’ve got the power to raise prices without losing business to a competitor, you’ve got a very good business. And if you have to have a prayer session before raising the price by 10 percent, then you’ve got a terrible business.”

Does your company have pricing power? Sure, it does. Almost every business has some. Even businesses that believe their products are just a commodity likely have pricing power somewhere in their structure. The question is where – and how do you tap into it?

The key is to be strategic in identifying your pricing power. Our pricing consultants have seen few businesses that have pricing power across their entire range of offerings. Look for narrow segments or even specific transactions within your business where your offerings can support slightly higher prices. Remember, even the smallest increases in price can have a dramatic impact on your bottom line.

Here are three key areas where you may have pricing power. Think about your business as you consider each of these potential areas of opportunity:

·          Avoid Cost-Plus Pricing – Instead, measure the economic value that your offering delivers to customers. Is the price in line with the economic benefits your customers enjoy? It’s worth the time and energy to analyze the economics that your products deliver. Be sure that your sales team is effectively communicating the economic value and that customers recognize the value.

·          Price Elasticity – What is the price elasticity of your offering? If prices were increased by 10%, how much market share would you lose? Or would you lose any at all? Historical pricing data taken from your invoices can be used to measure price elasticity. Don’t assume that just because you raise prices you will have a drop in volume. Every product is different, and each has its own price sensitivity. Price elasticity can help you identify products with pricing power.

·          Power Through the Sales Team – A significant amount of pricing power can be lost at the point of sale. Sales teams often struggle to capture full price due to their inability to sell value. Rather than articulating the economic benefits that will lead to higher prices, sales reps too often grab discounts to quickly close a deal. Train your sales team to sell economic value, and you will be able to leverage your pricing power with more customers.

In fact, our pricing consultants find that you can leverage your pricing power in a variety of ways. High-value products, small customers with little buying power, and situations with little or no competition all present opportunities for leveraging pricing power with minimal risk.

Want to forgo the pre-price-increase prayer session? Harness the strength of your pricing power, and make those price improvements with confidence!

Tame Your Pricing Complexity


Are you operating within a complex pricing environment?

For many wholesale distribution and manufacturing companies, pricing can become complex very quickly. Consider the distributor with 8,000 SKUs. Setting prices that will sell the most number of units AND deliver the maximum margin is a real challenge. Now consider that this distributor has over 1,500 customers and five different markets. This combination can result in as many as 60 million price permutations.

How do you even begin to manage such complexity?

First, think about grouping transactions with similar features. For example, group together similar customers in identical markets for the same SKU. Consider the industrial distributor with  roller bearing SKU number 6789. This SKU may be sold to a variety of different markets including automotive, oil and gas, or even aerospace. Each of these markets will likely have a different levels of willingness to pay. So, when pricing this SKU for the aerospace market, we will reference historical transactions in the aerospace market.

Additionally, different customers have different levels of willingness to pay. Large customers with strong buying power may demand lower prices than smaller customers with less buying power. A variety of other [customer-specific price drivers exist as well. The key is to group like customers and base future pricing on an analysis of the historical pricing among these peers.

With 60 million possible permutations, it becomes difficult, if not impossible, to manage prices using just human intellect or even spreadsheets. So the practice many distributors rely upon – entrusting their sales teams to set prices based on margin targets – is problematic. Individual sales reps do not have access to the collective pricing wisdom or experience of the entire sales team. For example, a high-volume SKU may be quoted hundreds of times throughout the year by the entire sales team, but each individual rep may have only his or her own experience to rely upon. The result is a broad range of prices among transactions with similar characteristics.

Enter technology. The solution to managing price complexity is the adoption of pricing technology that leverages company-wide historical pricing data to set optimum prices on a sale-by-sale basis. Pricing engines analyze data taken from invoices and calculate optimized prices for each transaction. The end result is higher sales close rates and improved margins. Forward-thinking companies with complex pricing situations are increasingly discovering that this type of technology has the potential to transform their financial picture.

There is a great deal more behind this pricing science. For a more comprehensive overview, call PricePoint Partners and speak with a pricing consultant about how pricing technology could benefit your business.

Pricing Power for Your Sales Team


Our price consultants find that most wholesale distributors and many manufacturers rely upon their customer facing teams to control or at least influence prices. In the most extreme cases, sales reps have complete decision making power to set prices as they see fit. In more moderate situations sales teams influence price setting by discounting. The rationale behind these scenarios is that the sales rep has street-level knowledge of the market and is in the best position to judge customer price sensitivity.

While front line teams have an important view of customers they often lack the information and data to make optimized price decisions. Here are three reasons why.

·         For nearly all distributors and most manufacturers the pricing environment is complex. With thousands of SKUs, hundreds of customers and even a handful of markets, how can any single individual know the best price for every customer situation? Different SKUs in different markets to different customers can create millions of price permutations. Spreadsheets and prices lists are impossible to keep current much less provide optimized prices on the front lines.

·         Sales team compensation plans are often mis-aligned with profit margin goals and price performance objectives. Most teams still have a heavy volume component to their incentives which is counter to achieving better pricing and improved margins.

·         Customer facing teams generally lack adequate training in pricing execution. They don’t understand how even the smallest improvements in price can have tremendous impact to financial performance and incentives. Or, how to capture price premiums and when to best apply price discounts.

While the vast majority of sales teams are in a great position to generate margin improvement, they often are not provided the necessary information, tools and techniques.

Pricing complexity is addressed with technology. Using historical pricing data and analysis, strategic pricing software pinpoints the optimized price for every sales situation. It takes into account the myriad of attributes inherent in every sale situation and delivers pricing guidance to the sales rep that optimizes revenue and margin. Equipping the rep with science based pricing guidance means less time spent on pricing calculations and more time spent selling.

Sales incentive plans should be equally focused on rewarding price performance and volume achievement. For example, set a discount budget and reward reps when the budget is not fully utilized.

Finally, most customer facing teams have not been trained in the successful execution of pricing initiatives. From periodic price increases to discount programs sales reps are largely unaware of the impact these initiatives will have on the company’s financial performance and their own incentives. Our price consultants see sales teams achieve profit improvement of 1-2 margin points after participating in pricing training programs. That’s $100,000 to $200,000 on $10 million in revenue.

Powering your sales team with the knowledge, incentive and pricing guidance to execute at the point of sale is a sure fire way to increase revenues and lift margins. Sales teams are in a tremendous position to make an impact. Help them achieve success by providing them with the tools and knowledge that will give them pricing power.

3 Pricing Myths: Don’t You Believe ’em!


In the world of pricing management, the adage “Don’t believe everything you hear” holds special meaning. Myths run rampant here. If you allow any of these myths to influence the price decisions you make every day, you risk leaving far too much money on the table.

Here are three of the most potentially harmful pricing myths that our pricing consultants hear every day. Avoid them to ensure you’re making smart decisions that drive margin improvement:

·          Lower prices equate to more volume. Not necessarily. We’re taught in business school that any change in price has a corresponding change in unit volume purchased. This stems from the concept of elasticity of demand where a buyer could be stimulated to buy more when prices are lowered. This might be true in consumer markets for items such as soda pop or sweaters. But in the business-to-business sector, demand tends to be set based on business requirements. Reducing price will not cause the buyer to purchase more widgets than they need. While lower prices from Supplier A may steal volume from Supplier B at a given account, it won’t stimulate demand.

Similarly, increasing prices slightly typically does not chase volume away. Would you lose business by increasing prices just .5 percent? Not likely.

·          The sales team is in the best position to set prices. While sales reps may be closest to the customer, they are not necessarily in position to make optimal price calls. If your business resides in a complex pricing environment, your front-line team may find it impossible to manage all the possible prices. A business with 5,000 SKUs, 1,000 customers and five markets will have up to 25 million different possible prices. It’s impossible for anyone to manage this level of complexity.

Who should set your pricing then? Your executive management team – aided by pricing technology that performs the necessary calculations and takes into account the price sensitivity related to each deal. This type of program is vital to your price optimization success.

·          “Our product is a commodity.” Few products are true commodities. Think oil, orange juice and natural gas. These are commodities. Claiming that your product is a commodity is often an easy way to avoid the hard work of differentiating your offering and selling the value. Yes, commodity volume responds tremendously to price changes. The vast majority of other products don’t. We see price drops of 20-30% required in order to get significant improvements in volume for many products. Does your product have that much margin to give away? Not likely. Price drops typically just give away margin and disrupt the competitive environment.

When you’re in the heat of battle in day-to-day business, it’s easy to fall victim to myths such as these – to adopt and incorporate popular fallacies into your pricing strategy. But stop and look at the big picture: Breaking away from harmful myths means moving a giant step closer to optimizing your prices for maximum profitability and growth. 

How Much of Your Business is Underpriced? Price Consultants Can Help


Can you assume that the pricing of your products and services are spot-on? Consider that every sale made represents a price point that was acceptable to the individual buyer. This means that all sales in your business represent sales wins as opposed to lost sales. We know that the customer was willing to pay the price that you presented. But, were they willing to pay more? Did you miss an opportunity to earn a larger margin?

Sales win data can tell us a lot about what customers are willing to pay, especially when there are wide variances in prices for a single item. Price variances for wholesale distributors and manufacturing companies most often occur when the sales team has some authority to discount or set prices. Without sufficient guidance, prices can vary considerably. Try looking at these varying prices a different way – as market-based price testing that can provide insight into willingness to pay.

For example, if you are selling a specific item to 50 different customers who are in the same market and have a similar profile, prices for this item might vary from $10 per unit to $28 per unit. If 40 of these customers are paying closer to the $28 price point, why wouldn’t the remaining 10 customers who are paying closer to $10 be willing to pay more? The evidence in the data suggests that they would. However, without this insight, individual sales reps are left with only their own experience and judgment to make price decisions.

This is a common scenario among wholesale distributors and manufacturing companies. In fact, our price consultants find that these companies are typically leaking 2 to 4 margin points due to underpriced transactions. The problem is that they have no tools or processes to measure their margin loss across a large number of items, customers and markets. While some analysis can be performed manually using spreadsheets, a comprehensive and granular data analysis using an automated system is necessary for pinpointing opportunities at the individual item level.

So, how much of your business is underpriced? PricePoint Partners has the tools to analyze your sales data and reveal your margin loss. Call our price consultants to learn how you can gain new insight into your pricing opportunities.

Thinking About Strategic Pricing? Start Here With Price Consultants


As the field of strategic pricing continues to grow at an ever-increasing rate, more and more companies are wondering how to start their own strategic pricing programs. The challenge for most firms is that, unlike finance, marketing, operations or sales, strategic pricing doesn't have a home within most organizations - at least not yet. When you add the fact that strategic pricing is really quite a narrow field of expertise, has its own vernacular, and requires input from many departments, it's no wonder so many companies struggle to get started. Often, price consultants can help make the transformation.


If you have been reading our newsletters over the past few years, you have seen that strategic price management can make a tremendously positive financial impact. By now, you must be thinking about how it could improve your bottom line.


Get ready to launch! Following is a summary of four key drivers of strategic pricing success you can leverage to introduce pricing discipline in your organization:


Senior-level Sponsorship - If our 16 years of experience has taught us anything, it's the importance of having support from senior-level management. Advancing your pricing capabilities will mean a culture change within your organization in how it views and manages prices. These types of changes flourish when management makes them a priority. It shouldn't be difficult to get them on board: Senior managers are keen on the margin, value and cash flow gains that strategic pricing delivers.


Training - When strategic pricing is new to your organization, it is vital for you to get everybody on the same page. Schedule a strategic pricing training session to kick off your program. A one-day program will get everybody talking the same language, provide insight into your pricing challenges and opportunities, and provide a vision for going forward. You might consider starting with the sales team, where price decisions and negotiations occur every day. Getting the sales team on board early removes potential barriers and spurs short-term gains.


Insight - Perform some initial pricing data analysis to identify the low-hanging fruit for price and margin improvement. Some simple analysis will provide great insight into your pricing practices and typically reveals opportunities. 


Quick Wins - Training programs, especially those that include data analysis on your business, provide "next day" pricing opportunities. These are short-term, easy-to-capture gains in price and profit margins. Early wins are important to stimulating momentum in your pricing program.


Achieving pricing excellence in an organization can take years, but the first steps are relatively easy and almost always fruitful. It's not unusual for a company to gain one or two margin points from a single well-executed training session. What are you waiting for?


Speak with PricePoint Partners price consultants to start your pricing strategy program.