If you want to incorporate subscription pricing into your business, you need to take a step back and focus on the “forever promise” that your customer wants you to make to them. It’s all about being willing to rethink the bundle of benefits you provide on an ongoing basis, instead of focusing on selling widgets, as the author explains.
In this article, the authors share their most recent B2B Pulse research, which shows how the shift to omnichannel has permanently changed sales and suggests what companies and pricers can do to adjust.
Delivering excellence in product, placement, and promotion must be connected to excellence in the realpolitik of business in capturing pricing from real customers, as the author explains.
Machine Learning-based dynamic pricing allows B2B enterprises to better leverage opportunities and improve growth margins. However, certain factors must be taken into consideration for the model to work effectively. In this article, the author explores the growth potential, challenges, and pitfalls of B2B dynamic pricing, and outlines why, how, and when B2B dynamic pricing should be developed and employed for commercial excellence.
In this article, the authors look back at the accuracy of their pricing predictions for 2021 and look forward to predicted pricing trends for 2022. Kyle Poyar (kpoyar@openviewpartners.com) is a Partner at OpenView. Kyle helps OpenView’s portfolio companies accelerate top-line growth through segmentation, value proposition, packaging and pricing, customer insights, channel partner programs, new market entry and go-to-market strategy.
In this article, the author explains the psychological phenomenon of “loss aversion” and how it can be applied in pricing strategy. Raymond Augustin is a recognized thought leader, specializing in pricing strategy. He has, as the COO of Virtual Procurement Services (VPS), provided guidance to dozens of healthcare organizations and tribal gaming operations on purchase price methodology and analytics.
Management deserves clarity from their revenue variance analysis, especially if the variance analysis is used in making compensation, budgetary, and personnel decisions. In this article, the author provides examples of best practices in performing and delivering these analyses.
In this article, Stephan Liozu, PhD, CPP, presents best practices for initiating an organizational transition towards value-based pricing.
Dollar Tree, Inc., has recently done the unthinkable: it raised prices on many items from $1.00 to $1.25. If the price that's in the company name, on the wall, on the corporate letterhead, and is seemingly the brand won't stand, what next? In most business-as-usual environments psychological price points like “everything is $1” have a role to play. However, the current environment is anything but business-as-usual, as the author explores.
Price is not a static value. Price is a dynamic range. Prices are, according to the author, points that shift dynamically back and forth on a given scale. This scale represents the market price range, or the customer's willingness to pay. In order to manage prices effectively, we need to learn from the stories behind each price point to understand why a price is where it is on that scale, as the author explains.