Rethinking the “Pricing Journey”
Why Everything You Thought You Knew about Developing a Pricing Capability is Now Obsolete
The “crawl, walk, run” approach used to be perfectly acceptable for developing advanced pricing capabilities in B2B. But that was 5-7 years ago, and a lot has changed since then. For starters, leading pricing teams have blazed new trails, setting a higher bar for pricing best practices. We’ve also witnessed a dramatic evolution in pricing technology, which is now accessible to a much broader range of companies, with SaaS offerings delivered from the cloud. Don’t risk falling behind. Read this provocative report to learn why now is the time to rethink the pricing journey.
This research is just one of hundreds of educational resources you get access to as a PricingBrew Journal subscriber.
More Subscriber-Only Resources From Our Library
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21 Questions About Your Price Segmentation
It can be difficult to know if your price segmentation model is as effective as it should be. This 21-point diagnostic assessment helps you measure how good your model really is and uncover potential areas of improvement.
View This Diagnostic -
Three Types of Buyers That Don't Buy on Price
Research says that 60-70% of buyers aren't price buyers---lower your price for them and you just give margin away. Learn how to identify the types of buyers where additional discounts won't help you win the business.
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Fixing the Causes of Rogue Salespeople
It's all too easy to observe rampant discounting in the field and conclude that "rogue" salespeople are the source of the problem. In this expert interview, Paul Hunt exposes the real problems behind rampant discounting in the field.
View This Interview -
How to Explain Price Segmentation to Others
As powerful as it is, price segmentation can sometimes be difficult for people outside of pricing to understand. This tutorial simplifies the concepts so that just about anyone can understand this important and foundational concept.
View This Tutorial
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Managing Risk in B2B Pricing
How to Be More Proactive in Mitigating Real and Perceived Pricing Risks
