Netflix has been getting a lot of attention lately for its new pricing strategy. If you have kept an eye on the matter you will have noticed that there is an interesting paradox. Consumers hate it but analysts love it. They may lose as many as 2.5 million customers but profitability should go up.
A consultant at Pricing Solutions recently presented some learnings he took away from an IBM conference on the topic of analytics. An important topic was the emerging frontier of using real time data to make real time decisions. From a pricing perspective, how could this level of data analytics move companies forward in their ability to be good value based pricers?
If your segmentation isn’t leading you into a discussion about behaviour, price structure, innovation and offer design, you probably have a large untapped opportunity. Read how segmentation can be the backbone of your pricing strategy.
I have been watching the Stanley Cup Finals between Boston Bruins and Vancouver Canucks. One of the keys to Boston’s success has been the steady play of defenseman Tomas Kaberle. Kaberle was acquired from the Toronto Maple Leafs in February of this year.
Competitive pricing is one of the most thrilling and terrifying aspects of pricing – thrilling because it is a high-stakes game, and terrifying because you can get locked into a price war and end up swimming in a sea of red ink.
For many lost deals, price was not the factor; perceived quality was the driving force behind the decision. Collect customer feedback and use lessons learned to refocus your service-delivery model and win more deals.
As commodity costs skyrocket, there has never been a greater need for companies to implement strategic price increases. Unfortunately, many organizations are afflicted with Price Increase Rigor Mortis (PIRM), an insidious disease that paralyzes their ability to raise prices and ravages their bottom line.
If your client is sipping champagne when they paid for beer, it's time to establish a pricing strategy.
Why on earth did they buy that there? Sometimes, it seems customers act irrationally when it comes to their buying behaviours. But that is never the case. Customers always behave in ways they perceive are in their own interest. And yet, the rationale behind these decisions is often puzzling.
This article touches upon an interesting pricing model for E-Books, which the author believes will not benefit the publishers that wanted to enforce it.
01. Pricing Strategy
02. Pricing Analytics
03. Pricing Research
04. Pricing Transformation
05. Direct to Consumer Pricing
06. Tariff Pricing
07. Pricing Promotions
08. Pricing Training
01. North America
02. Europe & UK
03. Asia Pacific
04. Latin America
01. Pricing Strategy
02. Pricing Analytics
03. Pricing Research
04. Pricing Transformation
05. Direct to Consumer Pricing
06. Tariff Pricing
07. Pricing Promotions
08. Pricing Training
01. North America
02. Europe & UK
03. Asia Pacific
04. Latin America
